Our past work
We are a leading Queensland-based boutique consultancy that specialises in the design and delivery of digital transformations. Listed here are examples of our past work that highlight the quality and strength of our Consultants.
- All
- Operational Efficiency
- Productivity
- Strategy & Roadmap
- Governance & Risk
- Reporting & Insights
- Transformation Program
- Capability Building
- Revenue & Profit
Team Efficiency Review: Efficiency to Enable Future Growth
The Challenge
We worked with a City Council to review a business area whose service delivery was inefficient and ineffective due to a rapid increase in workload over the past years. No investments into underlying processes or technology had occurred in a while and the team structure was not fit for purpose. Given the workload was expected to continue to increase, the Council requested a set of clear recommendations of how the team could return to timely and effective service delivery.
Our Approach
KOM performed a comprehensive review of the current service delivery model, including business area structure, roles, business processes, and technology. We engaged key representatives of the area, covering all levels, as well as all internal customers and external vendors. After identifying and understanding the underlying drivers for current issues, we developed ‘quick win’ improvement ideas together with Council as well as longer term, more innovative approaches to their service delivery. We sized the ideas in terms of expected benefits and indicative costs and applied Council’s constraints to the list of ideas. The following prioritised list fed into an indicative roadmap for implementation. Ideas no longer feasible were retained but deprioritised.
Benefit
- Better investment decision-making and prioritisation.
- Accelerated and de-risked delivery pipeline.
- Zero cost process automation opportunities.
We delivered the engagement within weeks, providing recommendations to inform investment, prioritisation and resourcing decisions to feed into the budgeting process. Our analysis and business case included a range of recommendations and automation opportunities identified to accelerate and de-risk the existing delivery pipeline and ways to reduce the likelihood of failure. It also included opportunities identified for core process automation, some of which could be started for $0 additional investment.
Process Improvement: Remove Paper, Work Faster, Free Up Capacity
The Challenge
Our mining client needed to support safer and more stable operations through making the way they operated work easier and more efficient. Opportunities for process improvement and simplification for the current IT system environment on site had to be identified to inform a new program of work. At the same time, our client was interested in quick wins that could be implemented immediately without having to wait for the larger program to be stood up.
Our Approach
KOM analysed existing information and performed in-person workshops, interviews, and process observations on site to understand process and IT system pain points. KOM develop a set of guiding questions that were used to elicit information consistently. Process and IT system pain points were categorised, ranked by their complexity, and weighted by the total time lost due to the pain point. Findings from the analysis phase were consolidated, validated with head office staff, turned into initial recommendations, and presented back to decision makers. Early engagement and change management with sites stakeholders incl. coal mine workers and leadership teams was emphasised to ensure the service would deliver the intended benefits.
Benefit
- Operational effectiveness and efficiency.
- Better well-informed decision-making and prioritisation.
- Complexity, simplified.
We delivered our analysis outcomes as a presentation to the Senior Executive, outlining recommended next steps and splitting the problems to be solved by their size and complexity. This allowed our client to decide whether to proceed initially with quick wins, or to stand up new projects that tackle more complex issues. Implementation of our recommendations will provide capacity back to sites and improve the IT system support for operational business processes.
Core System Replacement: Ensuring Fit-for-Purpose System Implementation
The Challenge
Our client, a government agency, was focused on improving digital customer experience and developing a new customer facing online portal to simplify debt collection. Ongoing maintenance costs of the current solution were high due to development/ enhancement work being completed by an external vendor.
Our Approach
KOM staff performed comprehensive analysis of the Agency’s services, underpinning processes, and capabilities to define the prioritised list of features to guide the new portal development work. Large amount of data was analysed, and we worked closely with the Agency’s experts to ensure that research is done on customer experience best practices and the final product delivers on customer objectives.
Benefit
- Better customer experience.
- Operational effectiveness and efficiency.
- Optimised delivery outcomes.
We designed and documented new customer experiences and internal business processes which included recommendation to minimise costs, improve outcomes and improve internal program delivery. Our analysis also discovered vendor discrepancies which we found solutions for and worked directly with them to resolve. We achieved and maintained alignment with Queensland Government’s and the Agency’s own online standards, guidelines, policies, and legislation through close collaboration with key stakeholders. We facilitated improvements to internal project team practices for software implementation, including requirements definition, quality assurance and defect management.
Centralised Safety Services: Predictive Analytics to Prevent Incidents
The Challenge
Our client wanted to prevent safety incidents from occurring by implementing a new, centralised analytics function that monitors safety data and alerts mine sites with relevant pro-active signals and insights. This new function would complement existing data analytics functions, ensuring high potential hazards do not turn into actual incidents. To achieve this, a holistic approach covering service design, business process design, technology implementation, people recruitment, and facility management was required.
Our Approach
KOM designed the project delivery approach with a focus on coal mine workers as service customers. We designed a new service delivery model, service catalogue, and service interaction diagrams to ensure near real time notifications were provided to coal mine workers in a useful way. The underpinning IT and data infrastructure was defined and requirements for required technology changes were documented, ensuring the service would only flag relevant insights and alerts. Several options for resourcing and associated facility changes were assessed to demonstrate the necessary investment for true 24/7 safety monitoring. Early engagement and change management with sites stakeholders incl. coal mine workers and leadership teams was emphasised to ensure the service would deliver the intended benefits.
Benefit
- Safer operations and incident prevention
- Reduction of external vendor spend
- Standardised processes across all sites
- Efficient delivery by leveraging work done across the portfolio
Initial safety services were stood up, comprising of fit-for-purpose people, process, and technology solutions. A clear maturity journey for each service as well as the function overall was designed, documented, and agreed. Technology vendors were engaged to assess possible future technology options that would enable additional automation and improve scalability of the service offering. Project scope was amended to leverage work performed in other initiatives, further increasing the benefits this new function could provide immediately.
Project Delivery Office: Establishing a New Capability
The Challenge
Our customer decided to invest a large budget into internal processes, capabilities, and technology over the existing and coming financial year. There was no existing portfolio management capability and projects and programs were largely delivered as standalone initiatives without central governance. With new investments ready to go, our customer decided that having a central oversight function was important to ensure the promised benefits are delivered and to avoid cost and timeline overruns.
Our Approach
Utilising a set of industry best practices and working with a partner, we established new processes, procedures, and reporting measures for the project delivery office. We assisted in formalising how projects submit monthly delivery data to the office, and how portfolio reports are generated.
Together with our client, we created a comprehensive change management and communications plan to ensure the changes are rolled out successfully. The plan was executed during our engagement across dozens of Project and Program Managers.
Benefit
- Established a new project delivery office with agreed responsibilities.
- Designed, documented, and formalised office processes and relationship with existing projects and programs.
- Specified, built, and rolled out several PowerBI dashboards to provide real time information on project delivery statuses across the whole portfolio.
- Improved project cost reporting by simplifying data collection and removing redundant systems.
Strategic ICT Roadmap: Innovating to Grow
The Challenge
Our client runs a successful business in Australia, operating quarries and concrete plants. Future growth for the business required investment into underlying technology, including customer-facing technology, operational technology, and back-office systems. This would also enable better and quicker operational decision making, a key pain point of the business. Additionally, our client was keen to explore innovative business models and solutions for their customers.
Our Approach
KOM created a vision for our client’s future ICT infrastructure, capture the current state operating model, and agree a roadmap to move toward the vision. This included utilising existing systems better as well as investing into new technology. We conducted a series of workshops and site visits, combined with desktop reviews, research, and engagement of academic and industry leaders. This gave us a full view of where the industry is heading and what innovative ICT solutions can assist our client in running an efficient business whilst differentiating themselves from the competition.
Benefit
- Best-in class future state ICT landscape, combining innovative customer-facing technology with leading operational technology.
- Immediate options to leverage existing systems better.
- Enabled exploitation of innovative business and/or pricing models, such as premium pricing for peak-time delivery.
- Developed a roadmap that was practicable and accepted by the board, and implementation was commenced immediately.
IT Portfolio Summary: Understanding the Work Being Delivered
The Challenge
Our client was used to a decentralised model of project delivery. Investments were largely decided by individual business units who were able to deliver projects independently. However, this led to duplicate capability being built, inefficient vendor engagements, a lack of understanding of dependencies, and no transparency over the full portfolio of work and associated spend.
Our Approach
We conducted a rapid information-gathering exercise, pulling together a comprehensive view of all work being performed across all parts of the business. We then mapped dependencies to inform project prioritisation and resource allocation. We validated findings with the business and recorded the current state project delivery roadmap in a project management software to provide transparency to executives.
Benefit
- Gained full transparency over the next three years of project delivery in less than four (4) weeks.
- Better decision-making and transparency over portfolio dependencies.
- Enabled portfolio simulations, e.g. the effects of stopping certain projects on the portfolio.
- Identified known budgets and estimated overall spending of the portfolio.
Strategic Planning & Governance: Setting up for Future Success
The Challenge
Our client had a clear desire to grow their business of social and affordable housing. The execution of that strategy was hindered by a lack of a business or strategic plan as well as no transparency over the current property portfolio. Our client had well skilled and highly experienced staff, but an overall risk and governance framework was missing, and some board processes were ad-hoc rather than clearly defined and agreed.
Our Approach
We structured the engagement into two distinct work packages that covered our client’s requirements. Initially, we spent time on the ground to get to know the business, visit their properties, and understand our client’s strategic intent in detail. We then split the work between ourselves and a specialist partner whilst managing the overall project and delivery timeframes. The first work package included development of a growth/ business plan to execute our client’s strategy incl. review of current property portfolio and detail on proposed projects for the next years. The second work package prepared comprehensive financial modelling, reviewed the balance sheet and financial information, and drafted a go-to market approach to secure funding.
Benefit
- Developed several options for growth strategies.
- Identified and closed board governance gaps incl. risk management frameworks.
- Combined financial metrics into the strategic plan and gained a holistic understanding of impacts on current portfolio.
- Drafted a go-to-market strategy for our client to approach financiers.
- Connected our client with possible asset management software solutions.
Operator Proficiency Scorecard
The Challenge
Our mining client was facing challenges in enhancing safety culture and operational excellence in truck hauling operations due to a lack of a robust process for reviewing hauling performance and providing consistent feedback to truck operators. This variability affects operational performance and safety, especially given the recent increase in new employees. Current training does not sufficiently foster optimal capability and confidence, leading to inefficiencies linked to operator inexperience.
Our Approach
To address performance and safety challenges, KOM assisted to the implementation of a digital dashboard that tracks key metrics across production, reliability, and safety, offering real-time feedback and personalized coaching for truck operators. This tool is designed to enhance operator performance and confidence. In addition, a comprehensive scorecard program was introduced to enable evidence-based conversations with operators, focusing on identifying and analyzing operational inefficiencies. This program provides actionable insights to help operators refine their work patterns, improve operational efficiency, and bolster safety practices.
Benefit
- Enhanced safety protocols: The scorecard provides operators with specific feedback, helping them identify and correct unsafe behaviors, significantly reducing the likelihood of accidents and promoting a safety-focused culture.
- Optimised operational efficiency: By offering visibility into performance metrics—including Safety, Operational Reliability (O4R), and Production—the scorecard empowers operators to make informed decisions and streamline operations.
- Instilling a continuous improvement mindset: The program fosters a culture of accountability and learning, celebrating achievements while highlighting areas for improvement, ensuring that operators arrive with purpose and leave with a sense of accomplishment.
- Cost and environmental savings: Improved operational efficiency leads to reduced costs through fewer accidents and enhanced productivity. Additionally, promoting environmentally conscious driving habits results in fuel savings and a lower carbon footprint.
MCHC Homelessness dashboard
The Challenge
Our client needed a solution to track and analyse the number of rough sleepers in their region, including their sleep conditions and personal circumstances. The current process for data collection was manual, inefficient, and lacked real-time updates. Also, needed a way to efficiently gather and visualize data to inform decision-making, support services, and resource allocation.
Our Approach
To solve the challenges of data collection and management for rough sleepers, KOM implemented several key solutions:
Developed a cloud-based dashboard for real-time snapshots of rough sleepers, with data entry via PowerApps.
Created a detailed questionnaire to gather key information on rough sleepers’ circumstances.
Enabled offline data collection, syncing with the system when internet is available.
Centralised data storage in SharePoint for better management.
Provided visual tools like charts and graphs for easier data interpretation.
Benefit
- Informed Decision-Making: Insights gathered from data analysis will help the client make data-driven decisions, improving support services and resource allocation.
- Improved data collection: The ability to collect data offline increases the reach and flexibility of support officers, ensuring comprehensive data is gathered.
- Efficient data management: A centralised database allows for efficient data storage and management, reducing the risk of data loss and ensuring consistency.
- Trend identification: The system helps compare current data with historical trends to track progress, measure outcomes, and identify emerging patterns for improved interventions.
Service Delivery Review
The Challenge
Different groups within our state government client’s division were responding to an increase in service demand with various projects aimed at addressing workforce and service delivery issues. Due to various reasons, work used to be assigned ad-hoc to Business Units. This affected over 1,500 employees across dozens of sites in Queensland.
Our Approach
We worked with the Division to review and analyse current operating and service delivery models. Models and structure were compared to the division’s strategy and overall objectives. We reviewed funding sources and constraints on the division to then consolidate and restructure the functional model.
Benefit
- Developed a comprehensive transformation roadmap that will re-align the division’s service delivery model whilst catering for needs to immediately make improvements.
- Successful presentation to Board of Management for endorsement.
- Holistic design of changes across structure, people, process, and technology.
- Clear definition of outcomes and benefits.
- All
- Service Design
- Process Improvement
- Business Analysis
- Strategy
- Digital Transformation
- Data & Analytics
- Project Management
Team Efficiency Review: Efficiency to Enable Future Growth
The Challenge
We worked with a City Council to review a business area whose service delivery was inefficient and ineffective due to a rapid increase in workload over the past years. No investments into underlying processes or technology had occurred in a while and the team structure was not fit for purpose. Given the workload was expected to continue to increase, the Council requested a set of clear recommendations of how the team could return to timely and effective service delivery.
Our Approach
KOM performed a comprehensive review of the current service delivery model, including business area structure, roles, business processes, and technology. We engaged key representatives of the area, covering all levels, as well as all internal customers and external vendors. After identifying and understanding the underlying drivers for current issues, we developed ‘quick win’ improvement ideas together with Council as well as longer term, more innovative approaches to their service delivery. We sized the ideas in terms of expected benefits and indicative costs and applied Council’s constraints to the list of ideas. The following prioritised list fed into an indicative roadmap for implementation. Ideas no longer feasible were retained but deprioritised.
Benefit
- Better investment decision-making and prioritisation.
- Accelerated and de-risked delivery pipeline.
- Zero cost process automation opportunities.
We delivered the engagement within weeks, providing recommendations to inform investment, prioritisation and resourcing decisions to feed into the budgeting process. Our analysis and business case included a range of recommendations and automation opportunities identified to accelerate and de-risk the existing delivery pipeline and ways to reduce the likelihood of failure. It also included opportunities identified for core process automation, some of which could be started for $0 additional investment.
Process Improvement: Remove Paper, Work Faster, Free Up Capacity
The Challenge
Our mining client needed to support safer and more stable operations through making the way they operated work easier and more efficient. Opportunities for process improvement and simplification for the current IT system environment on site had to be identified to inform a new program of work. At the same time, our client was interested in quick wins that could be implemented immediately without having to wait for the larger program to be stood up.
Our Approach
KOM analysed existing information and performed in-person workshops, interviews, and process observations on site to understand process and IT system pain points. KOM develop a set of guiding questions that were used to elicit information consistently. Process and IT system pain points were categorised, ranked by their complexity, and weighted by the total time lost due to the pain point. Findings from the analysis phase were consolidated, validated with head office staff, turned into initial recommendations, and presented back to decision makers. Early engagement and change management with sites stakeholders incl. coal mine workers and leadership teams was emphasised to ensure the service would deliver the intended benefits.
Benefit
- Operational effectiveness and efficiency.
- Better well-informed decision-making and prioritisation.
- Complexity, simplified.
We delivered our analysis outcomes as a presentation to the Senior Executive, outlining recommended next steps and splitting the problems to be solved by their size and complexity. This allowed our client to decide whether to proceed initially with quick wins, or to stand up new projects that tackle more complex issues. Implementation of our recommendations will provide capacity back to sites and improve the IT system support for operational business processes.
Core System Replacement: Ensuring Fit-for-Purpose System Implementation
The Challenge
Our client, a government agency, was focused on improving digital customer experience and developing a new customer facing online portal to simplify debt collection. Ongoing maintenance costs of the current solution were high due to development/ enhancement work being completed by an external vendor.
Our Approach
KOM staff performed comprehensive analysis of the Agency’s services, underpinning processes, and capabilities to define the prioritised list of features to guide the new portal development work. Large amount of data was analysed, and we worked closely with the Agency’s experts to ensure that research is done on customer experience best practices and the final product delivers on customer objectives.
Benefit
- Better customer experience.
- Operational effectiveness and efficiency.
- Optimised delivery outcomes.
We designed and documented new customer experiences and internal business processes which included recommendation to minimise costs, improve outcomes and improve internal program delivery. Our analysis also discovered vendor discrepancies which we found solutions for and worked directly with them to resolve. We achieved and maintained alignment with Queensland Government’s and the Agency’s own online standards, guidelines, policies, and legislation through close collaboration with key stakeholders. We facilitated improvements to internal project team practices for software implementation, including requirements definition, quality assurance and defect management.
Centralised Safety Services: Predictive Analytics to Prevent Incidents
The Challenge
Our client wanted to prevent safety incidents from occurring by implementing a new, centralised analytics function that monitors safety data and alerts mine sites with relevant pro-active signals and insights. This new function would complement existing data analytics functions, ensuring high potential hazards do not turn into actual incidents. To achieve this, a holistic approach covering service design, business process design, technology implementation, people recruitment, and facility management was required.
Our Approach
KOM designed the project delivery approach with a focus on coal mine workers as service customers. We designed a new service delivery model, service catalogue, and service interaction diagrams to ensure near real time notifications were provided to coal mine workers in a useful way. The underpinning IT and data infrastructure was defined and requirements for required technology changes were documented, ensuring the service would only flag relevant insights and alerts. Several options for resourcing and associated facility changes were assessed to demonstrate the necessary investment for true 24/7 safety monitoring. Early engagement and change management with sites stakeholders incl. coal mine workers and leadership teams was emphasised to ensure the service would deliver the intended benefits.
Benefit
- Safer operations and incident prevention
- Reduction of external vendor spend
- Standardised processes across all sites
- Efficient delivery by leveraging work done across the portfolio
Initial safety services were stood up, comprising of fit-for-purpose people, process, and technology solutions. A clear maturity journey for each service as well as the function overall was designed, documented, and agreed. Technology vendors were engaged to assess possible future technology options that would enable additional automation and improve scalability of the service offering. Project scope was amended to leverage work performed in other initiatives, further increasing the benefits this new function could provide immediately.
Project Delivery Office: Establishing a New Capability
The Challenge
Our customer decided to invest a large budget into internal processes, capabilities, and technology over the existing and coming financial year. There was no existing portfolio management capability and projects and programs were largely delivered as standalone initiatives without central governance. With new investments ready to go, our customer decided that having a central oversight function was important to ensure the promised benefits are delivered and to avoid cost and timeline overruns.
Our Approach
Utilising a set of industry best practices and working with a partner, we established new processes, procedures, and reporting measures for the project delivery office. We assisted in formalising how projects submit monthly delivery data to the office, and how portfolio reports are generated.
Together with our client, we created a comprehensive change management and communications plan to ensure the changes are rolled out successfully. The plan was executed during our engagement across dozens of Project and Program Managers.
Benefit
- Established a new project delivery office with agreed responsibilities.
- Designed, documented, and formalised office processes and relationship with existing projects and programs.
- Specified, built, and rolled out several PowerBI dashboards to provide real time information on project delivery statuses across the whole portfolio.
- Improved project cost reporting by simplifying data collection and removing redundant systems.
Strategic ICT Roadmap: Innovating to Grow
The Challenge
Our client runs a successful business in Australia, operating quarries and concrete plants. Future growth for the business required investment into underlying technology, including customer-facing technology, operational technology, and back-office systems. This would also enable better and quicker operational decision making, a key pain point of the business. Additionally, our client was keen to explore innovative business models and solutions for their customers.
Our Approach
KOM created a vision for our client’s future ICT infrastructure, capture the current state operating model, and agree a roadmap to move toward the vision. This included utilising existing systems better as well as investing into new technology. We conducted a series of workshops and site visits, combined with desktop reviews, research, and engagement of academic and industry leaders. This gave us a full view of where the industry is heading and what innovative ICT solutions can assist our client in running an efficient business whilst differentiating themselves from the competition.
Benefit
- Best-in class future state ICT landscape, combining innovative customer-facing technology with leading operational technology.
- Immediate options to leverage existing systems better.
- Enabled exploitation of innovative business and/or pricing models, such as premium pricing for peak-time delivery.
- Developed a roadmap that was practicable and accepted by the board, and implementation was commenced immediately.
IT Portfolio Summary: Understanding the Work Being Delivered
The Challenge
Our client was used to a decentralised model of project delivery. Investments were largely decided by individual business units who were able to deliver projects independently. However, this led to duplicate capability being built, inefficient vendor engagements, a lack of understanding of dependencies, and no transparency over the full portfolio of work and associated spend.
Our Approach
We conducted a rapid information-gathering exercise, pulling together a comprehensive view of all work being performed across all parts of the business. We then mapped dependencies to inform project prioritisation and resource allocation. We validated findings with the business and recorded the current state project delivery roadmap in a project management software to provide transparency to executives.
Benefit
- Gained full transparency over the next three years of project delivery in less than four (4) weeks.
- Better decision-making and transparency over portfolio dependencies.
- Enabled portfolio simulations, e.g. the effects of stopping certain projects on the portfolio.
- Identified known budgets and estimated overall spending of the portfolio.
Strategic Planning & Governance: Setting up for Future Success
The Challenge
Our client had a clear desire to grow their business of social and affordable housing. The execution of that strategy was hindered by a lack of a business or strategic plan as well as no transparency over the current property portfolio. Our client had well skilled and highly experienced staff, but an overall risk and governance framework was missing, and some board processes were ad-hoc rather than clearly defined and agreed.
Our Approach
We structured the engagement into two distinct work packages that covered our client’s requirements. Initially, we spent time on the ground to get to know the business, visit their properties, and understand our client’s strategic intent in detail. We then split the work between ourselves and a specialist partner whilst managing the overall project and delivery timeframes. The first work package included development of a growth/ business plan to execute our client’s strategy incl. review of current property portfolio and detail on proposed projects for the next years. The second work package prepared comprehensive financial modelling, reviewed the balance sheet and financial information, and drafted a go-to market approach to secure funding.
Benefit
- Developed several options for growth strategies.
- Identified and closed board governance gaps incl. risk management frameworks.
- Combined financial metrics into the strategic plan and gained a holistic understanding of impacts on current portfolio.
- Drafted a go-to-market strategy for our client to approach financiers.
- Connected our client with possible asset management software solutions.
Operator Proficiency Scorecard
The Challenge
Our mining client was facing challenges in enhancing safety culture and operational excellence in truck hauling operations due to a lack of a robust process for reviewing hauling performance and providing consistent feedback to truck operators. This variability affects operational performance and safety, especially given the recent increase in new employees. Current training does not sufficiently foster optimal capability and confidence, leading to inefficiencies linked to operator inexperience.
Our Approach
To address performance and safety challenges, KOM assisted to the implementation of a digital dashboard that tracks key metrics across production, reliability, and safety, offering real-time feedback and personalized coaching for truck operators. This tool is designed to enhance operator performance and confidence. In addition, a comprehensive scorecard program was introduced to enable evidence-based conversations with operators, focusing on identifying and analyzing operational inefficiencies. This program provides actionable insights to help operators refine their work patterns, improve operational efficiency, and bolster safety practices.
Benefit
- Enhanced safety protocols: The scorecard provides operators with specific feedback, helping them identify and correct unsafe behaviors, significantly reducing the likelihood of accidents and promoting a safety-focused culture.
- Optimised operational efficiency: By offering visibility into performance metrics—including Safety, Operational Reliability (O4R), and Production—the scorecard empowers operators to make informed decisions and streamline operations.
- Instilling a continuous improvement mindset: The program fosters a culture of accountability and learning, celebrating achievements while highlighting areas for improvement, ensuring that operators arrive with purpose and leave with a sense of accomplishment.
- Cost and environmental savings: Improved operational efficiency leads to reduced costs through fewer accidents and enhanced productivity. Additionally, promoting environmentally conscious driving habits results in fuel savings and a lower carbon footprint.
MCHC Homelessness dashboard
The Challenge
Our client needed a solution to track and analyse the number of rough sleepers in their region, including their sleep conditions and personal circumstances. The current process for data collection was manual, inefficient, and lacked real-time updates. Also, needed a way to efficiently gather and visualize data to inform decision-making, support services, and resource allocation.
Our Approach
To solve the challenges of data collection and management for rough sleepers, KOM implemented several key solutions:
Developed a cloud-based dashboard for real-time snapshots of rough sleepers, with data entry via PowerApps.
Created a detailed questionnaire to gather key information on rough sleepers’ circumstances.
Enabled offline data collection, syncing with the system when internet is available.
Centralised data storage in SharePoint for better management.
Provided visual tools like charts and graphs for easier data interpretation.
Benefit
- Informed Decision-Making: Insights gathered from data analysis will help the client make data-driven decisions, improving support services and resource allocation.
- Improved data collection: The ability to collect data offline increases the reach and flexibility of support officers, ensuring comprehensive data is gathered.
- Efficient data management: A centralised database allows for efficient data storage and management, reducing the risk of data loss and ensuring consistency.
- Trend identification: The system helps compare current data with historical trends to track progress, measure outcomes, and identify emerging patterns for improved interventions.
Service Delivery Review
The Challenge
Different groups within our state government client’s division were responding to an increase in service demand with various projects aimed at addressing workforce and service delivery issues. Due to various reasons, work used to be assigned ad-hoc to Business Units. This affected over 1,500 employees across dozens of sites in Queensland.
Our Approach
We worked with the Division to review and analyse current operating and service delivery models. Models and structure were compared to the division’s strategy and overall objectives. We reviewed funding sources and constraints on the division to then consolidate and restructure the functional model.
Benefit
- Developed a comprehensive transformation roadmap that will re-align the division’s service delivery model whilst catering for needs to immediately make improvements.
- Successful presentation to Board of Management for endorsement.
- Holistic design of changes across structure, people, process, and technology.
- Clear definition of outcomes and benefits.
- All
- Government
- Mining
- Construction
- Aviation
- Finance
- Non-Profit
Team Efficiency Review: Efficiency to Enable Future Growth
The Challenge
We worked with a City Council to review a business area whose service delivery was inefficient and ineffective due to a rapid increase in workload over the past years. No investments into underlying processes or technology had occurred in a while and the team structure was not fit for purpose. Given the workload was expected to continue to increase, the Council requested a set of clear recommendations of how the team could return to timely and effective service delivery.
Our Approach
KOM performed a comprehensive review of the current service delivery model, including business area structure, roles, business processes, and technology. We engaged key representatives of the area, covering all levels, as well as all internal customers and external vendors. After identifying and understanding the underlying drivers for current issues, we developed ‘quick win’ improvement ideas together with Council as well as longer term, more innovative approaches to their service delivery. We sized the ideas in terms of expected benefits and indicative costs and applied Council’s constraints to the list of ideas. The following prioritised list fed into an indicative roadmap for implementation. Ideas no longer feasible were retained but deprioritised.
Benefit
- Better investment decision-making and prioritisation.
- Accelerated and de-risked delivery pipeline.
- Zero cost process automation opportunities.
We delivered the engagement within weeks, providing recommendations to inform investment, prioritisation and resourcing decisions to feed into the budgeting process. Our analysis and business case included a range of recommendations and automation opportunities identified to accelerate and de-risk the existing delivery pipeline and ways to reduce the likelihood of failure. It also included opportunities identified for core process automation, some of which could be started for $0 additional investment.
Process Improvement: Remove Paper, Work Faster, Free Up Capacity
The Challenge
Our mining client needed to support safer and more stable operations through making the way they operated work easier and more efficient. Opportunities for process improvement and simplification for the current IT system environment on site had to be identified to inform a new program of work. At the same time, our client was interested in quick wins that could be implemented immediately without having to wait for the larger program to be stood up.
Our Approach
KOM analysed existing information and performed in-person workshops, interviews, and process observations on site to understand process and IT system pain points. KOM develop a set of guiding questions that were used to elicit information consistently. Process and IT system pain points were categorised, ranked by their complexity, and weighted by the total time lost due to the pain point. Findings from the analysis phase were consolidated, validated with head office staff, turned into initial recommendations, and presented back to decision makers. Early engagement and change management with sites stakeholders incl. coal mine workers and leadership teams was emphasised to ensure the service would deliver the intended benefits.
Benefit
- Operational effectiveness and efficiency.
- Better well-informed decision-making and prioritisation.
- Complexity, simplified.
We delivered our analysis outcomes as a presentation to the Senior Executive, outlining recommended next steps and splitting the problems to be solved by their size and complexity. This allowed our client to decide whether to proceed initially with quick wins, or to stand up new projects that tackle more complex issues. Implementation of our recommendations will provide capacity back to sites and improve the IT system support for operational business processes.
Core System Replacement: Ensuring Fit-for-Purpose System Implementation
The Challenge
Our client, a government agency, was focused on improving digital customer experience and developing a new customer facing online portal to simplify debt collection. Ongoing maintenance costs of the current solution were high due to development/ enhancement work being completed by an external vendor.
Our Approach
KOM staff performed comprehensive analysis of the Agency’s services, underpinning processes, and capabilities to define the prioritised list of features to guide the new portal development work. Large amount of data was analysed, and we worked closely with the Agency’s experts to ensure that research is done on customer experience best practices and the final product delivers on customer objectives.
Benefit
- Better customer experience.
- Operational effectiveness and efficiency.
- Optimised delivery outcomes.
We designed and documented new customer experiences and internal business processes which included recommendation to minimise costs, improve outcomes and improve internal program delivery. Our analysis also discovered vendor discrepancies which we found solutions for and worked directly with them to resolve. We achieved and maintained alignment with Queensland Government’s and the Agency’s own online standards, guidelines, policies, and legislation through close collaboration with key stakeholders. We facilitated improvements to internal project team practices for software implementation, including requirements definition, quality assurance and defect management.
Centralised Safety Services: Predictive Analytics to Prevent Incidents
The Challenge
Our client wanted to prevent safety incidents from occurring by implementing a new, centralised analytics function that monitors safety data and alerts mine sites with relevant pro-active signals and insights. This new function would complement existing data analytics functions, ensuring high potential hazards do not turn into actual incidents. To achieve this, a holistic approach covering service design, business process design, technology implementation, people recruitment, and facility management was required.
Our Approach
KOM designed the project delivery approach with a focus on coal mine workers as service customers. We designed a new service delivery model, service catalogue, and service interaction diagrams to ensure near real time notifications were provided to coal mine workers in a useful way. The underpinning IT and data infrastructure was defined and requirements for required technology changes were documented, ensuring the service would only flag relevant insights and alerts. Several options for resourcing and associated facility changes were assessed to demonstrate the necessary investment for true 24/7 safety monitoring. Early engagement and change management with sites stakeholders incl. coal mine workers and leadership teams was emphasised to ensure the service would deliver the intended benefits.
Benefit
- Safer operations and incident prevention
- Reduction of external vendor spend
- Standardised processes across all sites
- Efficient delivery by leveraging work done across the portfolio
Initial safety services were stood up, comprising of fit-for-purpose people, process, and technology solutions. A clear maturity journey for each service as well as the function overall was designed, documented, and agreed. Technology vendors were engaged to assess possible future technology options that would enable additional automation and improve scalability of the service offering. Project scope was amended to leverage work performed in other initiatives, further increasing the benefits this new function could provide immediately.
Project Delivery Office: Establishing a New Capability
The Challenge
Our customer decided to invest a large budget into internal processes, capabilities, and technology over the existing and coming financial year. There was no existing portfolio management capability and projects and programs were largely delivered as standalone initiatives without central governance. With new investments ready to go, our customer decided that having a central oversight function was important to ensure the promised benefits are delivered and to avoid cost and timeline overruns.
Our Approach
Utilising a set of industry best practices and working with a partner, we established new processes, procedures, and reporting measures for the project delivery office. We assisted in formalising how projects submit monthly delivery data to the office, and how portfolio reports are generated.
Together with our client, we created a comprehensive change management and communications plan to ensure the changes are rolled out successfully. The plan was executed during our engagement across dozens of Project and Program Managers.
Benefit
- Established a new project delivery office with agreed responsibilities.
- Designed, documented, and formalised office processes and relationship with existing projects and programs.
- Specified, built, and rolled out several PowerBI dashboards to provide real time information on project delivery statuses across the whole portfolio.
- Improved project cost reporting by simplifying data collection and removing redundant systems.
Strategic ICT Roadmap: Innovating to Grow
The Challenge
Our client runs a successful business in Australia, operating quarries and concrete plants. Future growth for the business required investment into underlying technology, including customer-facing technology, operational technology, and back-office systems. This would also enable better and quicker operational decision making, a key pain point of the business. Additionally, our client was keen to explore innovative business models and solutions for their customers.
Our Approach
KOM created a vision for our client’s future ICT infrastructure, capture the current state operating model, and agree a roadmap to move toward the vision. This included utilising existing systems better as well as investing into new technology. We conducted a series of workshops and site visits, combined with desktop reviews, research, and engagement of academic and industry leaders. This gave us a full view of where the industry is heading and what innovative ICT solutions can assist our client in running an efficient business whilst differentiating themselves from the competition.
Benefit
- Best-in class future state ICT landscape, combining innovative customer-facing technology with leading operational technology.
- Immediate options to leverage existing systems better.
- Enabled exploitation of innovative business and/or pricing models, such as premium pricing for peak-time delivery.
- Developed a roadmap that was practicable and accepted by the board, and implementation was commenced immediately.
IT Portfolio Summary: Understanding the Work Being Delivered
The Challenge
Our client was used to a decentralised model of project delivery. Investments were largely decided by individual business units who were able to deliver projects independently. However, this led to duplicate capability being built, inefficient vendor engagements, a lack of understanding of dependencies, and no transparency over the full portfolio of work and associated spend.
Our Approach
We conducted a rapid information-gathering exercise, pulling together a comprehensive view of all work being performed across all parts of the business. We then mapped dependencies to inform project prioritisation and resource allocation. We validated findings with the business and recorded the current state project delivery roadmap in a project management software to provide transparency to executives.
Benefit
- Gained full transparency over the next three years of project delivery in less than four (4) weeks.
- Better decision-making and transparency over portfolio dependencies.
- Enabled portfolio simulations, e.g. the effects of stopping certain projects on the portfolio.
- Identified known budgets and estimated overall spending of the portfolio.
Strategic Planning & Governance: Setting up for Future Success
The Challenge
Our client had a clear desire to grow their business of social and affordable housing. The execution of that strategy was hindered by a lack of a business or strategic plan as well as no transparency over the current property portfolio. Our client had well skilled and highly experienced staff, but an overall risk and governance framework was missing, and some board processes were ad-hoc rather than clearly defined and agreed.
Our Approach
We structured the engagement into two distinct work packages that covered our client’s requirements. Initially, we spent time on the ground to get to know the business, visit their properties, and understand our client’s strategic intent in detail. We then split the work between ourselves and a specialist partner whilst managing the overall project and delivery timeframes. The first work package included development of a growth/ business plan to execute our client’s strategy incl. review of current property portfolio and detail on proposed projects for the next years. The second work package prepared comprehensive financial modelling, reviewed the balance sheet and financial information, and drafted a go-to market approach to secure funding.
Benefit
- Developed several options for growth strategies.
- Identified and closed board governance gaps incl. risk management frameworks.
- Combined financial metrics into the strategic plan and gained a holistic understanding of impacts on current portfolio.
- Drafted a go-to-market strategy for our client to approach financiers.
- Connected our client with possible asset management software solutions.
Operator Proficiency Scorecard
The Challenge
Our mining client was facing challenges in enhancing safety culture and operational excellence in truck hauling operations due to a lack of a robust process for reviewing hauling performance and providing consistent feedback to truck operators. This variability affects operational performance and safety, especially given the recent increase in new employees. Current training does not sufficiently foster optimal capability and confidence, leading to inefficiencies linked to operator inexperience.
Our Approach
To address performance and safety challenges, KOM assisted to the implementation of a digital dashboard that tracks key metrics across production, reliability, and safety, offering real-time feedback and personalized coaching for truck operators. This tool is designed to enhance operator performance and confidence. In addition, a comprehensive scorecard program was introduced to enable evidence-based conversations with operators, focusing on identifying and analyzing operational inefficiencies. This program provides actionable insights to help operators refine their work patterns, improve operational efficiency, and bolster safety practices.
Benefit
- Enhanced safety protocols: The scorecard provides operators with specific feedback, helping them identify and correct unsafe behaviors, significantly reducing the likelihood of accidents and promoting a safety-focused culture.
- Optimised operational efficiency: By offering visibility into performance metrics—including Safety, Operational Reliability (O4R), and Production—the scorecard empowers operators to make informed decisions and streamline operations.
- Instilling a continuous improvement mindset: The program fosters a culture of accountability and learning, celebrating achievements while highlighting areas for improvement, ensuring that operators arrive with purpose and leave with a sense of accomplishment.
- Cost and environmental savings: Improved operational efficiency leads to reduced costs through fewer accidents and enhanced productivity. Additionally, promoting environmentally conscious driving habits results in fuel savings and a lower carbon footprint.
MCHC Homelessness dashboard
The Challenge
Our client needed a solution to track and analyse the number of rough sleepers in their region, including their sleep conditions and personal circumstances. The current process for data collection was manual, inefficient, and lacked real-time updates. Also, needed a way to efficiently gather and visualize data to inform decision-making, support services, and resource allocation.
Our Approach
To solve the challenges of data collection and management for rough sleepers, KOM implemented several key solutions:
Developed a cloud-based dashboard for real-time snapshots of rough sleepers, with data entry via PowerApps.
Created a detailed questionnaire to gather key information on rough sleepers’ circumstances.
Enabled offline data collection, syncing with the system when internet is available.
Centralised data storage in SharePoint for better management.
Provided visual tools like charts and graphs for easier data interpretation.
Benefit
- Informed Decision-Making: Insights gathered from data analysis will help the client make data-driven decisions, improving support services and resource allocation.
- Improved data collection: The ability to collect data offline increases the reach and flexibility of support officers, ensuring comprehensive data is gathered.
- Efficient data management: A centralised database allows for efficient data storage and management, reducing the risk of data loss and ensuring consistency.
- Trend identification: The system helps compare current data with historical trends to track progress, measure outcomes, and identify emerging patterns for improved interventions.
Service Delivery Review
The Challenge
Different groups within our state government client’s division were responding to an increase in service demand with various projects aimed at addressing workforce and service delivery issues. Due to various reasons, work used to be assigned ad-hoc to Business Units. This affected over 1,500 employees across dozens of sites in Queensland.
Our Approach
We worked with the Division to review and analyse current operating and service delivery models. Models and structure were compared to the division’s strategy and overall objectives. We reviewed funding sources and constraints on the division to then consolidate and restructure the functional model.
Benefit
- Developed a comprehensive transformation roadmap that will re-align the division’s service delivery model whilst catering for needs to immediately make improvements.
- Successful presentation to Board of Management for endorsement.
- Holistic design of changes across structure, people, process, and technology.
- Clear definition of outcomes and benefits.
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