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Background
After years of steady revenue growth, several acquisitions, and the expansion of its product lines to multiple operating platforms, Viasoft management saw product delivery times getting longer and longer.
There were notable coordination problems and overlaps of responsibility between departments throughout the product concept, creation and delivery cycles. Departments operated in silos.
In order to reduce delivery times and become more responsive to customers, executives realized the corporate culture needed to be realigned around delivery and customer satisfaction themes.
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The Optimal Difference
A balanced cross-functional team (CFT) was assembled to assess and rebuild departmental business processes and the overall product delivery cycle.
Organizations were facilitated through Departmental Task Analysis (DTA) to optimize internal process flows. Then the CFT used RACIX analysis to simplify and streamline inter-departmental process flows.
The results were dramatic. In roughly 18 months product delivery times improved from 9 months to only 6. During the same period revenues increased another 30% while the corporation accrued another $2M in savings. Surveys demonstrated that customer satisfaction and confidence levels were hitting all-time highs.
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