Ministry of Justice
Transforming Workforce Planning & IT service delivery and efficiency.
The Background
The Ministry of Justice (MoJ) faced critical challenges that obstructed their operational efficiency and strategic objectives.
With over 800 digital and technology services provided across numerous UK sites, the MoJ's performance was hindered by slow IT service delivery and a culture resistant to rapid change.
Despite adopting Agile methodologies, they battled legacy issues of siloed operations, creating bottlenecks and stalling progress.
Additionally, a disjointed workforce planning process resulted in the misplacement of talent and resources, leading to operational friction, diminished trust, and compromised employee experiences.
Our Approach
Sullivan & Stanley initiated a pioneering Adaptive Operating Model, utilising our 'Glass Tube' approach. We crafted a cross-functional team aimed at targeting the reliability of the Prison Service's IT systems.
Through a 90-day empowered sprint using Objective and Key Results (OKRs) and actionable insights, we created a replicable blueprint for agile, outcome-focused operations. Our approach was dynamic, starting with a failed initial Glass Tube initiative that led to a redefined focus on workforce data accuracy, essential for successful workforce planning.
We pivoted to address workforce planning with hands-on interventions and diagnostic analytics. The goal was to create a reliable "data universe" for accurate forecasting and planning. This phase included the creation of a new Workforce Data service to centralise and correct data fragmentation, a foundational step toward precise workforce deployment.
The Outcome
We’ve been able to establish a culture of data-driven, customer-centric service delivery and significantly reduce service handoffs and dependencies.
The initial success was scaled across multiple business functions, leading to a faster, more adaptive organisation.
Workforce planning dramatically improved within six months. Operational friction was significantly reduced, employee trust and experience were enhanced, and a comprehensive workforce data ecosystem was established. Hard cost savings were realised, equating to the cost of over two full-time employees. The practices became sustainable as the MoJ took ownership of these new methods.
Our engagement with the MoJ demonstrates our commitment to driving deep, sustainable organisational change. Through innovative approaches and focused execution, we have empowered the MoJ to meet strategic objectives with agility and precision.
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