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National Public Broadcaster

Review of support services

Case Studies
National Public Broadcaster – Review of support services
Client National Public Broadcaster
Region Australia
Sector Media, Entertainment and Technology
Offering Organisation Change & Implementation
Buzzwords
Cost analysis Stakeholder engagement Support services review Ways of working Workforce planning

The Challenge

A national public broadcaster with 5,500 employees identified inefficiencies in its support services (e.g., recruitment), which were negatively impacting employee experience and productivity. To address this, the organisation aimed to improve the delivery of these services—enhancing business efficiency, user experience, and unlocking financial benefits where possible. The transformation process began with a deep dive into the challenges frontline staff were facing to inform future solutions.

Our Approach

We adopted a bottom-up approach, working closely with the Transformation Office and sponsored by the CFO, engaging 37 cross-divisional business representatives to gather both quantitative and qualitative data. The 10-week project was divided into two key phases:

1) Assess the current state

  • Qualitative analysis (“the art”): Conducted interviews and workshops with business representatives to map existing processes and identify key pain points across the organisation.
  • Quantitative analysis (“the science”):
    • Surveyed support function employees to understand their current activities.
    • Conducted organisational analysis using headcount data to map the distribution of support roles.
    • Analysed service usage data to identify high-volume services for redesign.

2) Align on and agree future ambition

  • Facilitated workshops to define the future vision, testing potential opportunities against value and feasibility.
  • Estimated the potential impact of key opportunities by combining service usage, activity analysis, and headcount data to determine financial, operational, user, and workforce benefits.
  • Developed and presented strategic recommendations to a senior leadership SteerCo, including the MD, CFO, and CPO.

Key Outcomes

  • Identified Priority Areas for Improvement: Mapped major pain points and highlighted the most impactful areas for change in support service delivery.
  • Quantified Cost Savings: Proposed initiatives representing 15% of total headcount costs, backed by analysis of organisational data and service usage trends.
  • Developed an Implementation Roadmap: Outlined required activities and timelines for benefit realisation.
  • Conducted Detailed Organisational and Activity Analysis: Mapped support resource allocation across the organisation and identified inefficiencies through a digital survey.
  • Secured Leadership Alignment: Ensured senior leadership buy-in by engaging them throughout the discovery process, validating identified opportunities, and strengthening the case for change.
  • Created Annotated Process Maps: Documented variances, pain points, and a long list of opportunities tied to specific processes, systems, and activities.
  • Evaluated Organisational Effectiveness: Assessed ways of working through survey and interview insights to inform improvement opportunities.
  • Prioritised Service Enhancements: Evaluated 11 services against 14 principles of good service design to prioritise focus areas.
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