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Our clients are our success partners. Every project we work on is a success story that adds value to our clients’ organizations while motivating us to work harder to win our clients’ satisfaction, exceed their expectations, and build long-term business relationships with them. We are dedicated to helping our clients reach their goals and build more efficient organizations.
Our clients are our success partners. Every project we work on is a success story that adds value to our clients’ organizations while motivating us to work harder to win our clients’ satisfaction, exceed their expectations, and build long-term business relationships with them. We are dedicated to helping our clients reach their goals and build more efficient organizations.
Success is the result of our client partnerships.
All governmental agencies are striving to transform their business models to keep pace with the strategic, legislative, and operational changes in today’s service requirements. These transformation efforts are central to Vision 2030 which seeks to improve the quality of services provided to citizens. However, most public institution find it increasingly difficult to achieve business transformation goals due to lack of clear standards that define and manage service quality, as well as the lack of an effective mechanism to control and monitor compliance to these standards. This leads to designing services that do not address the true needs and wants of customers. The absence of a strong service framework and a reliable, updated database lead to increased ambiguity, reduced transparency, and less integration between different stakeholders. That’s why many governmental entities are increasingly seeking effective solutions to increase institutional maturity, build a service-oriented business model, and provide real value to their customers.
consulting team helped the governmental entity create a service-oriented business model which focused on providing high-quality services and creating real value to customers and stakeholders. The new model came in line with the national transformation effort and Vision 2030 goals which aim to improve the quality of public services. The team followed a 3-stage plan: (1) The foundation stage (building the main governance framework for the entity’s operating model), (2) The design stage (designing the service model and related technical tools and solutions – based on the institutional framework), (3) The awareness stage (raising the awareness about the best practices in service design and service-oriented approaches).
With very limited resources, this BPM office (a part of a governmental entity) was responsible for managing the business process and creating the required process documentation (including the policies, procedures, service level agreements (SLAs), work models, etc.). The entity wanted to improve the efficiency of this process with the same current human and technical resources. The aim was to reduce the time needed to create the required processes by 50% (without affecting the quality of documents), improve the quality and reliability of the documented data/information, and reduce the error rate. The increased accuracy and quality of the documents would improve the performance of the administrative units by eliminating duplication of functions, maintaining integration between different units, reducing role conflict, and limiting risk of incompliance with applicable procedures, policies, or systems.
ODEL’s consulting team put a multi-dimensional action plan to help the entity optimize the utilization of human and technical resources, improve institutional integration, and achieve maximum efficiency. An effective governance framework was developed to identify roles and responsibilities in business process documentation, which significantly improved operations efficiency. To make the documentation process more accurate, consistent, and easier for authors and reviewers, we also designed guiding models explaining the entity’s policies and procedures, as well as effective review checklists and quality assessments. This led to less duplicated functions, lower conflicting roles, and better integration between units. Additionally, our team developed tailored communicative activities, awareness-raising events, and educational/training materials to ensure unified technical standards and consistent outputs in all documentation processes. These activities resulted in a better compliance with documentation requirements and standards across the entity. Finally, our technical team developed effective technical mechanisms and tools, as well as interactive dashboards and indicators, leading to better governance, increased data/information accuracy, and reduced errors and processing time.
