Quality, owned by every leader.
Nothing checked that work was done right. A new quality assurance department set the SOPs, audited the work and rated every leader on quality.
There was no system in place to make sure processes were being done correctly.
The answer was a Quality Assurance department, built with the company, that cemented its SOPs, created auditing processes and rated leaders on quality.
That rating became a key distinction between leaders, and one of the company’s core accountability metrics.
- SOPsCemented, so there is a standard to check the work against.
- AuditsAuditing processes that check the work against those SOPs.
- LeadersRated on quality, which became a key distinction between them.
- AccountabilityQuality is a core accountability metric for the company.
More case studies
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A factory floor that reports itself.
A daily walk for order status and years of paper work logs, replaced by one scanning system built around the floor.
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One CRM, built around the firm.
No CRM on the market fit, and reporting meant exporting everything. One system now runs intake, cases and reporting.
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A local business, taken national.
It had never marketed digitally. A steady creative pipeline and conversion data down to the ad, the video and the talent on screen made it digital first.
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Every build starts with the Operations Diagnostic: one to two weeks to see how your business really runs.