Positive Productivity® implementation – Gate 1 to Gate 4
Each organization is different. Each Positive Productivity® implementation is different.
The methodology is flexible and easily adapted to the particular specific needs, culture and level of organizational maturity of the user.
Dozens of implementations in different service organizations from sales to finance, from IT to customer care, from claims to back office, from big international corporations to a local office with 5 employees – prove that the Positive Productivity® methodology fits the needs of the client.
Associate Partner, BPO Russia Rödl & Partner
„Methodology is structured. There are four steps – four gates – and we have very strict criteria for each gate. We can assess, we know the goals, where to go, hat should be reached.”
CFO, Vice-President, Asseco Poland
“The truth is that in the back office, and in particular in finance, people like a structured approach ”
Before we start the project there is a preparations stage including process analysis, Positive Productivity Training, change management training, communication, goals set up, project management set up and etc. Then the team is ready to start the journey.
The completion of each stage is possible only if specified criteria have been fulfilled. They are determined in advance and we called the set of these criteria GATES.
Some of our clients decide that their teams will only go to gate 2, while some continue their journey to gate 4. What is obligatory is the sequence of steps and the completion of one step before advancing to the next step.
Building a transparency and visual management system via the measurement of daily work and its daily analysis.
Building a continuous improvement cycle through the identification of problems in various processes.
Improving end to end process scope as well as improving collaboration and communication with clients and all stakeholders involved.
Standardizing processes, improving task routines, ensuring best practice sharing, know-how, sustainability and flexibility. Preparing organization for automation of processes.
What are the results of Positive Productivity® implementation?
Partner, BPO Services, Rödl & Partner
“We reduced the cost of conducting the activity. The payroll team with the same number of employees could provide services for the other clients.”
CFO, Vice-President, Asseco Poland
“We have a lot of results. For instance, improved timeliness of all actions […] We have no problems with overtime […] Our practical achievements include around 120 optimization initiatives per quarter.”
Managing Director, Raiffeisen Insurance
“The result of this project exceeded any expectations, because from the assumed goal of a 30% increase in efficiency, one year after completion of the project our performance has doubled.”
Regional COO East Europe, Mondial Assistance, member of Allianz Group
“We do not need to engage new employees when we sign a new contract. It allows us to reduce costs and the price of our services. To date, our return on investment accounts for 200%.”
Mondial Assistance, member of Allianz Group
“Now we can measure productivity on several levels. So every action taken by an employee is measured.” Magdalena Kozłowska, Healthcare Platform Leader at Mondial Assistance
Department Manager, Raiffeisen Insurance
“Today, in retrospect, I can say that my employees come to work with smile on their faces.”
Operational Excellence Manager, BPO International Rödl & Partner
“We increase the productivity, we safe time […] now the second level is the cultural change of teams in Poland […] and the third level was to build the structure the scalable structure to Positive Productivity methodology to all the countries”
Specialist, Raiffeisen Insurance
“When I look at it now, the implementation has really systematized my work. I may say that at the moment work is a real pleasure, it is not as stressful like it used to be.”