Mobilisation is above all things a process that requires continuity, and with continuity comes smooth transitions, be it at contract initiation, in the ongoing management of a team or bringing a contract to a close.
Service excellence is the golden thread that runs throughout all processes and functions, a thread that with due diligence and focus allows us to achieve effective stability of service during contract transition.
Getting a contract up and running is an intense time, a time when everyone works to understand the nuances of the contract and the needs of those with whom we come into contact. Having a robust mobilisation strategy with clear leadership and support is paramount to delivering a seamless transition into the new contract, ensuring all services are up and running from day one.
Every single one of our clients has different needs and challenges, and tailoring our service is the only way we can meet these requirements. Understanding this is of course important to prepare us to go live with new contracts, but it is also vital for contract stabilisation.
Mobilisation doesn’t finish at go live, though, and the embedment phase can sometimes be overlooked. We need to be sure that all fundamental processes established during the mobilisation phase are embedded effectively to ensure success.
Client buy-in at the outset is the first link in the chain, but the strength of that chain is reliant on you building a strong relationship with all stakeholders, and continual two-way conversation provides a forum to review and adapt any mobilisation strategy.
We work collaboratively with clients to review and interrogate our successes and capture lessons learnt, applying these to future mobilisations and improving our strategy. Operating transparently ensures we never rest on our laurels and allows us to create continuity in everything that we do.
What’s more, de-mobilisation is just as important as mobilisation. When a contract comes to a close we have a duty of care to carry this out with the exact same consideration and attention to detail as we adopted from day one. By maintaining a high level of service provision we support our partners with the transition from us to another incumbent and this is really important to the handover process.
For me, the crucial thing is appreciating the differences between each contract and understanding that no matter the nature or size, each one deserves to be done with the utmost professionalism and due care and attention. Our largest fleet mobilisation to-date took place in 2016 and saw us deploy over 250 repairs and maintenance operatives to service 31,000 homes on behalf of Birmingham city council.
It was and is a huge logistical operation and it sets a standard of which we’re very proud. But the real pride comes from knowing that our team of in-house experts would achieve the exact same quality mobilisation with a contract far larger or far smaller.