The field services subsidiary of a large distribution business needed to plan and prepare for a $400m mass rollout of 1.1m AMI ‘smart’ meters. Baylink worked with the client to design, develop and implement the required business operating model, a critical element in Australia’s largest and most successful smart meter program.
We are very proud of our client’s achievements, great and small. Many of our clients are recognised as leaders within their sectors both nationally and internationally. Discover more about our unique approach to building successful outcomes through our client case studies.
A strategic review of planning and productivity for a field works program of over 2 million hours per annum with the aim of improving outcomes and efficiency for a large electricity distributor. This resulted in increased work volume within the existing field force and less reliance on specialist and contractor resources.
The field services subsidiary of a large electricity distribution business needed to establish and manage field force contracts for the installation of 1.1 million smart meters. Baylink worked with the field services management team to establish and manage the required contracts. This was a key element in the execution of Australia’s largest and most successful smart meter program.
A large electricity distribution business sought to improve, de-risk and position for growth its metering and servicing field works. Baylink led the client through a strategic review of and market testing of the operating models which both addressed immediate needs and set it on track for longer term improvements and growth.
A motor vehicle accident insurance agency required formal risk management and business transformation expertise to identify and manage risks associated with a major transformation program. This risk review identified previously unknown critical risks and implemented appropriate control regimes, safeguarding achievement of the transformation objectives.
A motor vehicle accident insurance agency required a partner to design and implement complex and significant changes to improve efficiency, health outcomes and financial viability of its claim management program. The claims segmentation process was re-engineered to triage low risk claims and a target operating model for complex claims was developed to drive improved health outcomes and financial viability of the program.
A major infrastructure statutory authority needed to update its Information Management (IM) Strategy in order to fulfil current and future business needs. The new IM strategy provided opportunities to modernise the technical environment, cut unnecessary spend and enable investment in more important services to ensure that the business was well-placed to fulfil its business commitments.
A leading medical profession’s peak body set an ambitious new strategy to improve professional development and better align itself to member needs. Expert guidance was required to transform its operating model and fulfil the new strategic objectives. The new operating model resulted in enhanced professional development, increased member engagement, improved financial performance and simplified compliance.
A renewable energy business with interests and infrastructure in 35 wind farms on three continents required advice and support to transform its Australian Operations. The business transformation was achieved with a successful new business operating model and governance structure as well as insourcing previously outsourced operational activity.
A global IT business unit of a top 3 resources company needed a new strategy and operating model to address multiple concurrent change imperatives. The implementation of the new operating model resulted in alignment with global sourcing arrangements, core systems replacement and 25% opex reduction.
The corporate information management function of a Global Top 50 company sought expert guidance to establish and implement risk management capability. This has led to robust processes to manage Information Management (IM) risks, improved KPI performance and has been recognised by third parties as best practice in IM risk management.
A Global Top 50 Company suffered severe service degradation after transition of their core Enterprise Resource Planning (ERP) system to a new vendor. Critical, company-wide service issues needed to be rapidly remediated. The remediation project resulted in the successful resolution of critical IT service issues and re-established stakeholder confidence.
A large electricity distribution business needed to prepare for and manage a $400 million deployment of 1.1 million ‘smart’ meters. Baylink worked with the client to crystallise the overall strategy, plan and manage the deployment and establish the capabilities required to be successful. This was a key element in Australia’s largest and most successful ‘smart’ meter program.