B2B healthcare sales

Helping a sales team reorganise around their customer, to grow and improve their new integrated wellness service.

Process and capability mapping • Customer and employee research • Organisation design

The brief

A UK healthcare provider had recently restructured its products and services to create integrated offerings for both consumers and corporate buyers.  This radically new product set, combined with recent restructuring across the organisation, was causing delivery issues within B2B sales. Sellers and support teams were struggling to keep up with the new workload. Service levels were dropping, and customers were expressing frustration. 

The client engaged Alchemy Insight to help redesign the B2B sales organisation to deliver their new customer-focused strategy.

The solution

We used customer and employee research, process and capability mapping, and activity analysis to understand the current organisation design and the issues that were preventing the team from meeting customer expectations. We used these insights to create a more effective organisation design, sized and skilled to handle the required workload, taking account of budgetary and resource constraints.

The team

Three consultants worked onsite at the client, supported by a part-time data scientist working remotely.  Subject matter experts from the client organisation also contributed to the analysis and design work.

My role: customer and employee research, process and capability mapping, activity analysis, organisation design.

Project duration: 8 weeks

Mapping the existing service

I started by sketching a typical journey for B2B sales and service delivery, then tailoring it to match the service provided by this particular client. 

I expanded this into a swim lane diagram showing which elements of the service were delivered by the B2B organisation and which were supported by other departments in the business. 

Exploring customer and employee concerns

The client had recently completed their annual client satisfaction survey and also provided us with some original market research that had been completed but forgotten about.  I analysed the customer feedback, and also recent employee survey data, to get a sense of the issues affecting the service. My findings were corroborated by the client interviews and workshops: customers thought the products were great, but the administration of the services was disappointing. 

Mapping the feedback along the journey allowed us to show the client how administrative problems in internal processes were presenting as issues for clients and employees.

Understanding the current organisation

As well as mapping the service delivery processes, we needed to understand the organisation that delivered that service. 

I also created a SIPOC chart to map the Suppliers,  Inputs, Processes, Outputs and Customers for the B2B sales functions. This highlighted the very high number of internal handoffs needed to support the service to customers. 

We refined the organisation design to take account of these internal relationships, as simplifying this structure was outside the scope of our work.  However, the chart is a useful starting point for the client to work on internal service level agreements across the business, to clarify roles and responsibilities.

Analysing how the team currently worked

When we mapped the existing organisation structure, there were clearly areas that needed to be redesigned - for instance, where the span of control was too high. But in other areas, the structure seemed fit for purpose, so we needed to dig deeper.

We asked teams to complete a detailed timesheet for one week, recording their activity in 30-minute chunks. I analysed the returned activity logs to understand how people were really spending their time. 

This allowed us to back up verbal employee feedback with hard data - for instance, to show how much time was being spent dealing with workarounds on inadequate IT systems. It also gave us a rough estimate of the amount of work being done so we could size the new organisation appropriately.  When we moved activities between teams, we had a good idea of how much work was being moved.

Redesigning the work, as well as the organisation

The scope of our work was just to redesign the organisation. Our final deliverable was a new organisation structure, with role descriptions for leadership positions and function definitions for each team.

However, the detailed activity analysis allowed us to suggest ways in which they could change ways of working to create efficiencies. For instance, tasks that could be batched, automated or outsourced.  

We also provided a prioritised list of improvement opportunities collected throughout the project.  If implemented, these would help the client continue to improve the service they deliver to their B2B customers.

Emily O'ByrneWork