Omni Contact us
Case study · Consulting · Process excellence

One operator, one process model, and an honest number to start from.

A mobile operator in the Gulf asked us to turn how it actually works into a single, governed, measurable process model. We delivered the operating model, the competency map, the governance and measurement frameworks, and a maturity baseline covering close to 500 processes — then gave its executive team one index to manage the gap to.

What we deliveredTalk to us
Omni The idea

Not a document review.A check of whether the document and the desk agree — every process, every unit, through structured interviews with the people who run them.

Process model
1

End-to-end model for the whole company — three layers, coded and rated for criticality.

Processes assessed
485

Level-3 processes baselined for maturity across eleven business units.

Baseline index
59%

Documentation-and-adoption index at baseline — the honest number.

Executive target
80%

Set by the executive team, tracked by unit on the maturity dashboard.

The brief

Fast growth, uneven process. Nobody had the map.

The operator had grown fast and its processes had grown with it, unevenly. Some units ran to documented procedures. Others ran on practice that had never been written down, or on documents that no longer matched what people did. Regulatory obligations — from the national telecom regulator to payment-card security standards — applied to processes nobody could point to on a single map. The executive team wanted three things: one picture of the business as an end-to-end process model, a way to know whether each process was being followed, and a number it could set a target against.

The five deliverables of the programme, from operating model to maturity dashboard WHAT WE DELIVEREDFive pieces, one system01Process-enabledoperating modelThe whole company as oneend-to-end process map,coded and rated forcriticality.02Key processcompetency modelFor every process, theskills needed to run it.Gaps show up by unit.03GovernanceframeworkRegulation to executiverequirement to the controlon the desk, traceable bothways.04MeasurementframeworkMetrics derived fromstrategy, cascaded throughthree levels, each with anowner.05Processmaturity dashboard485 processes scored on afive-point scale. Oneindex, one target.Each deliverable feeds the next: the model defines what is done, the competencies who can do it, governance how it must be done,measurement how well, and the dashboard how far practice matches the plan.
WHAT WE DELIVEREDFive pieces, one system01Process-enabled operating modelThe whole company as one end-to-endprocess map, coded and rated for criticality.02Key process competency modelFor every process, the skills needed to run it.Gaps show up by unit.03Governance frameworkRegulation to executive requirement to thecontrol on the desk, traceable both ways.04Measurement frameworkMetrics derived from strategy, cascaded throughthree levels, each with an owner.05Process maturity dashboard485 processes scored on a five-point scale.One index, one target.Each deliverable feeds the next: the model defines what isdone, the competencies who can do it, governance how itmust be done, measurement how well, and the dashboardhow far practice matches the plan.

An operating model the whole company fits on one page

Built on the telecom industry's standard framework, adapted to the operator's own value chain: three layers, from strategy and infrastructure through customer-facing operations to enterprise support, decomposed into the familiar telecom flows — lead-to-cash, concept-to-market, the network lifecycle, the supply side, and the functions that hold the rest up. Every process carries a code and a criticality rating, so the model distinguishes the processes that launch products, generate revenue or stand between a customer and an answer from those that merely need to exist.

A competency model: who has to be able to do what

A process model on its own changes nothing. For each level-2 process we mapped the competencies required to execute it — from product and launch management through provisioning, collections and escalation to vendor evaluation and revenue assurance. The operator can now see competency gaps unit by unit, and plan hiring and training around them rather than around org-chart vacancies.

Governance that connects the law to the desk

Three levels: the external regulatory instruments at the top — thirteen bodies for an operator in this market, from the telecom regulator and the central bank to the cybersecurity, data and competition authorities — the executive layer that turns them into compliance requirements, and the units that execute. Worked through end to end on a live example, so anyone in the chain can trace a control back to the requirement that created it.

Measurement that starts from strategy, not from what is easy to count

Process metrics are derived, not collected: from scorecard objective, to the processes serving it, to their performance objectives, to metrics with baselines and targets. A process without a line back to a strategic objective does not get a metric. The cascade runs through three owned levels — strategy office, management, operations — and the data flows back up the same path, so what the board sees is what the floor measured.

We also specified the platform to run it on: a process-management system as the single repository for modelling, approval, measurement and per-process cost, integrated with the operator's dashboards, document management and automation — so the framework lives in the tools people already use, not in a binder.

From a scorecard objective to a process metric in four steps, worked on the consumer revenue example MEASUREMENT FRAMEWORKFrom scorecard to process metric1Scorecard objectiveFinancial quadrant:Revenue2Process that serves itLead-to-cash:Acquire-to-activate3Process objectivesMore new customersFewer terminationsLower cost of acquisition4Metrics and targetsMonthly activations, by lineMonthly renewalsBaseline set, target agreedCASCADEStrategicStrategy officeManagementProcess ownersOperationalTeams on the floorTargets flow down the three levels; results flow back up the same path into the scorecard.
MEASUREMENT FRAMEWORKFrom scorecard toprocess metric1Scorecard objectiveFinancial quadrant:Revenue2Process that serves itLead-to-cash:Acquire-to-activate3Process objectivesMore new customersFewer terminationsLower cost of acquisition4Metrics and targetsMonthly activations, by lineMonthly renewalsBaseline set, target agreedCASCADEStrategicStrategy officeManagementProcess ownersOperationalTeams on the floorTargets flow down the three levels; results flow backup the same path into the scorecard.

Worked through on a real scorecard: the consumer chief's revenue objective traces to acquire-to-activate, its performance objectives, and the monthly activation and renewal metrics the teams manage. Every executive can see their scorecard number at the top of the chain and the process metric their teams manage at the bottom.

The maturity baseline
built from what people actually do

Six processes in ten were where they should be. The dashboard says exactly where the other four are.

Every one of the 485 level-3 processes was assessed on a five-point scale through structured interviews with designated representatives in each unit — not a document review: a check of whether the document and the desk agree.

Maturity baseline: distribution of 485 processes across five maturity levels, and the index by business unit against an 80% target MATURITY DASHBOARDWhere 485 processes stood at baseline4%24%30%14%27%Not practisedPractised, not documentedDocumented, practice differsDocumented, under approvalPractised as documented59%Documentation and adoption indexat baseline, all units80%Target set by the executive teamfor year endINDEX BY BUSINESS UNITCyber security97%IT87%Finance76%Shared services73%Technology70%Regulatory affairs68%Corporate strategy66%Business63%HR57%Consumer35%Internal audit4%80% target
MATURITY DASHBOARDWhere 485 processesstood at baseline24%30%14%27%Not practised — 4%Practised, not documented — 24%Documented, practice differs — 30%Documented, under approval — 14%Practised as documented — 27%59%Documentation and adoptionindex at baseline, all units80%Target set by the executiveteam for year endINDEX BY BUSINESS UNIT80% targetCyber security97%IT87%Finance76%Shared services73%Technology70%Regulatory affairs68%Corporate strategy66%Business63%HR57%Consumer35%Internal audit4%

The spread between units is the actionable part: a unit above 85% and a unit whose processes run undocumented are different problems with different fixes, and the dashboard separates them — by unit, against the one target.

What the client gets

One model, coded and rated

A single end-to-end process model every function recognises itself in — with a competency map that turns it into hiring, training and ownership decisions.

Traceability, law to desk

From external regulation to internal control to the person executing the step — and metrics that descend from strategy, with a named owner at each level.

A number the board can hold

A maturity index by unit and by process, a target set by the executive team, and a dashboard that shows the gap and the reason for it.

Omni Get in touch

Ready to see your own baseline?

We run process excellence programmes for operators and service businesses in GCC — from operating model to maturity assessment, with the executive team as the client.

Contact us