The Leader - January/February 2008 - (Page 32) a s i N G l e - s oU r ce sU pplier r ela tioN shi p : s i mp li FYi NG the p ro ce s s has p ro v e N s Ucce s s FUl For Barc l aY s all reporting to Barclays is completely visible and undertaken on a monthly basis through an operation dashboard (a sample dashboard is shown here), which gives a 360-degree view of the model and shows the performance of all services across the integrated real estate and facilities management activities. n n n Combine least cost with best value Focus on sustainability Establish global credentials to support Barclays’ objective to be ‘T5’ – one of the top five banks in the world Such a shift in the traditional clientsupplier relationship has undoubtedly caused some challenges to both Barclays and its suppliers. The main challenge so far has been to encourage everyone involved in the new model to embrace a new way of working – including both supplier and Barclays’ employees, as well as people moving to Johnson Controls via TUPE legislation. WorkiNG as oNe Changing the working culture from an individual approach to that of a team was achieved through the Transformation Programme – a program, developed by Johnson Controls strategic consulting service, which enables a detailed understanding and development of exactly what is needed to work in a successful partnership. The Transformation Programme has enabled the One Team to share a joint vision and service-focused behaviors, attitudes and objectives, plus continuous improvement in both the short and longer term. With overall responsibility to Barclays, it is crucial that an effective management tool for the delivery and performance of all services is in place. Johnson Controls and Barclays jointly use a Performance Management System (PMS), to audit the performance of every service, including those areas that Johnson Controls is responsible for. At the same time, suppliers are responsible for auditing their own performance, so a benchmark figure is agreed to work against in the future. Barclays also monitors Johnson Controls as the lead partner for performance on management issues such as risk and governance, business continuity plans, retention and talent development, and health and safety. Crucial to the success of the Barclays model is a team approach and therefore all partners work on a risk and reward scheme, helping drive the group to achieve its objectives. Success and failure is experienced as a team. Delivering continuous improvement is a fundamental part of the One Team’s objectives. Proactivity is central to this, both in long-term strategy and through identifying those areas where quick wins can be achieved. This is not just at management level. All employees are encouraged to contribute by suggesting areas where change can be delivered. This is the opportunity for those on the ground to suggest changes. Once successfully in place, these changes can be shared across the services and, if they demonstrate best practice, they will be implemented across the portfolio. Handing over the day-to-day management to Johnson Controls doesn’t mean that Barclays is peripheral to the process: on the contrary, they remain central to the relationship. All reporting to Barclays is completely visible and undertaken on a monthly basis through an operation dashboard, which gives a 360-degree view of the model and shows the performance of all services across the integrated real estate and facilities management activities. However, the PMS dashboard is an 2 0 0 8 the le ade r 32 J aN Ua rY / F e B rUa r Y
For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.