How to increase performance across your multi-site business

Dan Leyland from How2 Change explains how to improve performance across your multi-site business
Guest post by leading change practitioner Dan Leyland from How2 Change

This article has been republished from with the kind permission of the author.

The challenge of a multi-site business

Are you a leader within a multi-site business? If so, are you 100% happy with the performance of all of your sites?

If not, would you be interested in a tried and tested solution that raises performance across sites and closes the gap between the best and worst performers?

Back in 2008, a well known FTSE 100 business had just this problem. In some of its branches, customer experience was great, so too were the financials. In others, it was a very different story. For the leaders in this business the situation wasn’t acceptable and so they chose to act. Doing so drove their sales up by 9% within 6 months.

More recently, a smaller business with 50 sites saw half a dozen standout performers and wanted to raise the bar for the others. In this case it was worth an estimated 50% uplift in their profitability.

We have worked with, and improved, many similar business, but these two are interesting because of how different they are. They two are poles apart in size and operate in different sectors, yet both had similar challenges and obtained great results using the exact same approach.

How was it done?

One of the most powerful, and simplest, models of change we use is the Logical Levels of Change. For anyone familiar with Neuro-Linguistic Programming, or NLP (a form of applied psychology for change and communication), you may have come across this before.

The Logical Levels Model is made up of inter-connecting modules, all of which have a bearing on how people think, feel, act and the results they produce. For an organisation, when colleagues and customers behave in a certain way consistently, you get results.

Whether they’re the results you want is a different matter. That’s where the power comes. If you’re not getting the results you want, do something different. Simple idea, but how does this work in practice and how do you drive the behaviours which produce your desired results?

Do something different

The first Logical Level is the Environment. In an organisation, this will include factors like the people we work with, the way we work (processes), the systems we use, the way that we are organised, and so on.

Having the right environment enables success, but doesn’t in itself determine success. Often, Change Programmes are scoped only to look at change to the environment such as a new system or a new process. As one of the big 4 consultancies says:


For anyone looking at process work, take a look at either Skore or Nimbus. These products are designed to make it easier to do the right things in the right way. Rather than baffling everyone, other than the process authors, with a myriad of notations, shapes and colours.

The Logical Levels then move through behaviours, capabilities / skills, beliefs, values, identity, mission, and purpose. This may seem familiar even if you haven’t known these by the name Logical Levels. This is because many organisations display and communicate their vision, purpose, aims and values in the same way.

In the context of change, understanding each of these components is invaluable. The real value comes from understanding how they are similar between individuals, teams and sites where you get the results you want ….. and how they differ between the sites where the results are not hitting your targets.

What are the differences that make the difference?

For one of the above clients, they’d looked at paying more to attract and retain people and drive results. One of the differences that made the difference was to understand what motivated their people …. and money turned out not to be too high up on the priority list. Another was the skills that people needed, which is where processes and a management development programme came in, and both were modelled based on the top performers – why reinvent the wheel if you can simply copy and paste what works?

Over a number of years, understanding the differences that make the difference, and turning that knowledge to action has produced some unreasonable results.

So I return to my original question: If you are a leader within an organisation where there are multiple teams or sites doing broadly the same work, and their results vary, would you be interested in a tried and tested solution which produces breakthrough results?

If you’d like to know more and learn how you can make a difference across your multi-site business then get in contact:


Phone: +44 (0) 07895 027 484

How we saved 80 days waste during a system implementation project

Mapping a process is an essential step at the beginning of a system implementation project. It ensures the right requirements are identified and delivered to the users and should drive the right business outcomes.

But what else can you expect to get from this exercise? What are the additional benefits that can be derived from taking the time to map the process early on in the project?

Recently we helped one of our partners identify and remove an additional 80 days of waste in a customer system implementation project. The business case had long been agreed, contracts signed and the project underway. And yet we were still able to identify further benefits for the end customer that may not have been recognised otherwise.

We work with system implementation partners in this way for two main reasons. For a successful system implementation you first need to provide a solution that adds value to the customer. A solution that really makes a difference to their business, otherwise their return on the investment is nil. Secondly, you need to help the customer adopt the new solution, that means they need to move from their old ways of working (and often old habits) to new ways of working with the new solution.

Building the right solution

In the case above the system being implemented was based on a standard process. There was little change required to the core workflow. However, there was a significant amount of configuration required and not all parts of the application would be used. It was important to understand what was required, what wasn’t and why.

We ran a 2 hour process workshop with the core team of users and the business owner. There were 8 people in all and each would have a different level of interaction with the system. For example 3 members of the team would be using the system daily to track and communicate with their customers. In contrast the two managers would use the system mainly for reporting, roughly once a week.

Using the Skore approach we quickly identified the key areas of work. Then we broke those down into more detail, capturing the steps they each performed. At the same time we used attachments against the activities to record documents, templates and other systems they used.

As we mapped out the processes we also made a note of any challenges they faced on a day-to-day basis and additional requirements. In one example they identified a compliance requirement that had to be tracked. This was never part of the original business case but could be easily added to the system and was a significant improvement on their current ways of working.

Ideas, challenges and questions are captured as notes

Finally we made a note of how long each activity took and how often they did it each day. This was very interesting because during the workshop the durations ranged from 5 seconds to an hour per activity. Once these were multiplied up by the number of times each activity happened per day it was a significant amount of time.

system implementation
Duration and direct costs are captured against each activity

With this information, and back at the office, the solution team could then look at how the system laid over the existing business processes. We quickly sketched out a configuration for the compliance requirement and defined which modules needed to be configured and how.

Next we looked at which activities would be automated by the new system. Based on the information gathered in the workshop it was here that we identified an additional 80 days of savings on top of what they had already agreed!

Delivering the right solution in the right way

Of course the real reason we were there in the first place, and supporting our partner, was to do something that all too often gets forgotten about in system implementations.

“How do you actually move the customer from where they are today to the new solution to ensure they adopt it successfully?”

This partner had previously complained about how customers would waste hours of training arguing about how stuff was done. When the system was implemented team members would complain it didn’t fit in with ‘how they did stuff’.

Our solution was to ensure the end customer was clear on their current ways of working BEFORE the implementation. This was achieved through the workshop described to understand the requirements. Everyone sat together and had their chance to dispute the process and amend it accordingly.

At the end of the workshop they all agreed on the process and it was shared with them online, in Skore app. In the days following the workshop they made a number of minor tweaks. Now they had a baseline that they all agreed on.

Moving to the new system was then a case of remapping the process according to the new solution. Then we identified the differences between the two processes and these became the focus of the training. At the beginning of the training the process was used to realign the team and demonstrate how things would change.

Supporting the solution

Once implemented and trained the processes were made available to the team for reference. Questions about how something worked could first be asked of the process before a call was made for support.

When a support call was made the support team would use the same process as the user to identify where the issue occurred and to explain the solution.

Skore app’s simple approach and process framework makes it possible for anyone to read and understand the process. The processes are delivered through an interactive online portal and users can leave feedback and improvement suggestions at any time.

This is how you effectively capture requirements, delight users, align the team and save 80 days of waste in your next project! And all of this was achieved in a single 2 hour workshop!

Contact us to learn more about how Skore app can accelerate your next system implementation.

Effective cross departmental communication supports growth

cross departmental communication at highlight

How Skore services and Skore app help technology company Highlight grow faster by improving cross departmental communication

About highlight

Highlight help businesses ensure they are getting the most out of their technology investments. The Highlight platform helps monitor apps, services and other resources and presents this in a meaningful, business friendly way.

Operating for over 15 years the business has seen increasing growth as its solutions have become more relevant in an ever more complex world. With an increasing number of systems being introduced to business they certainly are becoming more complex.

The diagnosis

With increased growth and ambitious targets came growing pains. The management team were faced with inefficiencies in cross departmental communications and processes.

“We needed to understand the current ways of working – to join up departments, provide a platform for measurement, and capture process knowledge in people’s heads.” – Antony Bream, Managing Director, Highlight

Antony turned to Skore for its ability to quickly understand how things work today while keeping the team engaged.

The treatment

Skore ran a series of live process mapping workshops to capture current ways of working. The Skore difference is the ability map process at the speed of talking. This allows teams to focus on the work they do and how it can be improved… such as how handovers from one team to the next are performed, how projects are planned and executed, and cross departmental communication.

Processes are published in Skore web app and shared with the team allowing them to comment and make improvement suggestions. This means they can execute the process, test the new designs and then feedback the results to the rest of the team.

The results

The clarity provided by the Skore approach has empowered the Highlight team to quickly identify bottlenecks and improve them. The improvements can be quickly communicated and embedded into working practices increasing efficiency. It’s been a win-win for both Highlight and its partners.

Download the full case study

Customer Experience (CX) Workshop Leads to Success

2016 started with an excited call from a customer I had worked with early the previous year. The long expected growth was finally happening and they were going to need help. I went along to see what I could do, where they’d got to and what they were doing next.

The Initial CX Workshop

When we met last time I had facilitated a Customer Experience (CX) workshop for the team. The owner had contacted me asking for help improving customer experience post customer acquisition. He told me there was little structure and each new customer was handled differently.

I suggested we look across ALL customer touchpoints. Even if the focus was going to be on post acquisition we should be sure that everything was setup beforehand to ensure success.

2015-07-31 13.25.49

As we mapped out the key touchpoints we started looking at the stages after the customer signed a contract. I pushed the team to define how that part of the process started. But it wasn’t clear, every customer had been different and there had been a number of problems.

Changing Focus

We then went a step back and identified more problems during the acquisition phase which finally led us to lead generation.

It was starting to become clear that there was no central theme throughout the messaging. What a customer might read on an advert, or mail shot, was quite different from what they were told during a demo or sales call.

The team were looking for a quick win and this was surely it. They still needed to improve the implementation side but they didn’t have that many customers yet.

They agreed to look at this part of the process when I left the building.


Fast forward 10 months and the growth they were expecting last year was now there. What’s more they showed me some of the work they’d done after I left. There was nothing complicated or even time consuming but it had made a significant difference.

Traffic was up more than double and lead quality had improved. Not all the changes they made had been discussed in the workshop but it had allowed them to prioritise the issues they face and identify where to focus their attention. Sometimes it’s just about stepping back and looking at the full picture with the rest of the team.

Now I’m back to help with post-acquisition.