Network Rail

What they do?

Network Rail owns, operates and develops Britain’s railway – the 20,000 miles of track, 40,000 bridges, tunnels and viaducts and the thousands of signals, level crossings and stations. It provides the underlying infrastructure for all the Train and Freight Operating Companies (that run the trains) and operates the majority of the biggest stations

What was their Challenge?

Network Rail has identified information as one of its most significant corporate risks and had recently appointed a Chief Data Officer to lead the business through this challenge. Whilst the CDO was a senior person, she lacked the supporting team and infrastructure to complete her role. Oakland developed the overall CDO organisation within the business.

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Air Transport

What they do?

A global organisation providing specialist transportation services to offshore oil and gas platforms, medical evacuation and civilian search and rescue.  The company runs more than 250 aircraft across 30 countries, with major operating units in Australia, Brazil, Norway and the UK.

What was their challenge?

The highly variable nature of the business, with unique contracts and locations across each operating region had created a significant challenge in establishing a meaningful set of metrics to help track performance and drive improvement.  This was compounded by a series of acquisitions that had further complicated reporting and a move from regional to centralised operational control, driving the need for common and standardised measures across the business.  

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Tactical data led improvement

What they do?

A global Outsourcer operates a range of contracts and services on behalf of governments across the world. A particular contract delivered support services with challenging targets and contractual requirements.

What was their challenge?

The client faced a series of issues, where data was at the centre of a potential solution.

  1. The Contract team could not see a way of meeting the contractual requirements. There was no proper link between key performance indicators and underlying business processes. The Contract team needed to a find a way of getting a grasp of the data, they had to understand the current performance and identify areas for improvement.
  2. They ran lengthy and complicated manual processes for checking that the correct invoices and payments were associated with the correct sub-contractor at the end of each month. This was not only costing time of senior managers, but also leading to potential lost revenue – however, with no easy way of proving it ,they couldn’t identify and target the problem.
  3. Operational planning was reactive and often poorly thought through. Whilst they were data rich, they remained information poor, so predicting and planning for scenarios was difficult. This meant resourcing, supplies and skills were not optimised, costing time and money.

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