Scaling for growth: how smart/tasking transformed operations for a high-growth business

The challenge  

The business was at a critical scale-up stage but was not operationally positioned to grow effectively. Its processes had evolved organically over time, built around existing business constraints rather than scalability, efficiency, or customer experience. 

As demand increased, operational bottlenecks, inefficiencies, and fragmented workflows began to surface, making it difficult to handle higher volumes effectively. The business lacked structured governance, role clarity, and a scalable operating model, leading to inconsistencies in customer service and slower processing times. 

On top of that, lack of leadership visibility, siloed team structures, unclear accountability and other inconsistencies meant that customer service and processing times were being impacted. Without intervention, the business risked struggling to meet growing demand. 

The solution 

smart/tasking introduced a structured transformation approach to remove constraints, improve efficiency, and create a scalable operating model. A Model Office was established as a controlled environment to trial new processes and role definitions before rolling them out business-wide, reducing risk and ensuring smooth adoption. Processes were re-engineered with scalability in mind, streamlining workflows, reducing handovers, and minimising reliance on manual interventions. 

To drive greater efficiency, the Target Operating Model (TOM) was redesigned, shifting the focus from functional silos to customer journeys. This improved accountability and created a more seamless flow of work across teams. A Lean Change Lifecycle was also introduced, embedding a structured, iterative approach to continuous improvement, allowing the business to adapt and scale without disruption. 

Alongside these changes, smart/tasking also strengthened leadership visibility and governance, establishing a centralised framework that provided real-time insight into operational performance, risks, and opportunities. With better oversight, leadership teams could make faster, more informed decisions, ensuring long-term scalability and control. 

Overcoming barriers 

Several challenges surfaced during the transformation, requiring a structured approach to overcome them: 

• Deeply embedded inefficiencies – the engagement surfaced hidden issues that had been limiting growth. These inefficiencies had become normalised and breaking them down required a data-driven approach to demonstrate their impact. 

• The gap between strategy and execution – while leadership understood the need for change, operational teams were focused on day-to-day delivery, making it difficult to prioritise improvement efforts. Structured governance and clear leadership engagement ensured alignment. 

• Technology limitations – existing systems were built around workarounds due to past constraints. A phased approach allowed for improvements within current technology while laying the foundation for automation and future system enhancements. 

• Maintaining business as usual – to avoid disruption, the Model Office environment acted as a low-risk testing ground before deploying changes at scale. 

Implementation and key milestones 

The transformation followed a structured process, beginning with a Discovery Phase to assess inefficiencies and operational gaps. The Design Phase created a scalable blueprint and governance model, which was tested in the Model Office before full deployment. Leadership engagement was strengthened through real-time operational insights, ensuring sustained oversight. The final phase embedded continuous improvement mechanisms, enabling the business to remain agile as it scaled. 

The impact 

The changes delivered immediate improvements in operational efficiency, leadership visibility, and scalability. Processing times reduced, bottlenecks were eliminated, and workflows became more streamlined. Leadership gained greater control over decision-making, while teams collaborated more effectively. A more structured, repeatable service model emerged, improving customer experience and positioning the business for sustainable growth. 

Long-term benefits 

With a scalable operational framework in place, the business is now well-positioned to grow without being constrained by legacy inefficiencies. Governance structures ensure continued leadership oversight, while the Model Office remains a key tool for testing and optimising future improvements. The transformation has embedded a culture of continuous improvement, ensuring the business can adapt and thrive in an evolving market.