BUPA is one of the UK’s leading healthcare providers, serving 32 million customers in 190 countries.
Bupa set itself the challenge of transforming the organisation by 2020 and we partnered at all levels of the organisation to support the transformation of the Sales & Marketing functions and build internal capability. We provided strategic guidance to the board on the future shape of the function and how to implement change at pace.
We worked closely with the senior management team, to create a new operating model bringing Sales and Marketing together to drive ‘One Bupa’; enabling the full Bupa product range to be sold to customers at the point of contact - rather than a silo product driven sales and marketing approach which resulted in duplication, customer frustration and lost sales.
The project lasted 18 months and we delivered through our 6 step process:
Diagnose: We started with a deep dive diagnostic at all levels of the organisation, including stakeholder 1to1s, colleague workshops, customer sessions, online survey and desk top analysis of existing data sources to establish the current position versus future aspiration and the key areas of focus.
Initiate and mobilise: Our programme management specialists worked closely with Bupa internal resource to develop a project critical path, ensuring clear milestones, appropriate resource, clear roles and responsibilities, project reporting and governance. This ensured the project delivered the agreed benefits within the required timescale, as well as building internal capability for the future.
Design: We worked with the senior team to develop the future Sales & Marketing operating model. This consisted of defining routes to market, delivery channels, defining insource or outsource and then determining what that meant in terms of Sales and Marketing functions. From there, we recruited the Directors of the functions and then worked in partnership with the Directors to determine the detailed organisation design. This involved mapping the future customer journey and determining the interactions between different functions and ultimately what work activity should sit where. This was done through interactive workshops and a TDP OD Consultant working directly with each Director of for a period of 3 months.
Implement: Bupa is experienced in the implementation of organisation design, so we worked closely with the internal HR teams to determine the people impact and the approach and process for implementation. We provided guidance on leadership through change and acted as a critical friend during the implementation process.
Embed: This is the critical part of any Organisational Design and often the part that gets missed. We developed an approach to embedding the organisational design to ensure that the benefits were achieved. We worked with Bupa to set up a process to assess success at 1 month, 6 month and 12 month intervals. This assessment focused on business success i.e. achievement of business targets, quality reviews and customer feedback and also people success i.e. engagement and employee advocacy.
Leaving a legacy of skills: We believe in developing and upskilling internal colleagues, we worked in tandem with the Senior HRBPs and Senior OD Consultants throughout the project, developing their individual confidence and capability as the project progressed.
We also developed a comprehensive OD toolkit, a quick reference guide and held a number of upskilling events for the HR/OD community. The toolkit has received excellent feedback and is used widely across Bupa.