Creating clarity for scalable growth with Inprova Group
- Cube Thinking team
Results summary
- Allocated dedicated resources for critical projects
- Created a clear roadmap for process-driven growth
- Identified key process issues and areas for improvement
- Established a foundation for automation and integration
The client
Inprova Group is a tech-enabled procurement services business, primarily operating within the social housing sector. They specialise in streamlining procurement processes and providing data-driven insights for suppliers and clients.
The challenges
Process clarity and collaboration
The leadership team recognised that, while their operations were functional, there was room to improve the clarity of processes across departments. A platform for constructive discussion was needed to map these processes effectively.
Internal silos and resource constraints
Existing processes were fragmented, with teams often working in silos. This made it difficult to scale operations efficiently and achieve growth goals.
Scalability and efficiency pressures
Inefficiencies were impacting day-to-day operations. The business needed to address these challenges to support future growth and ensure operational processes could scale effectively.
Discovery and initial workshops
Cube Thinking began with a Discovery Day, mapping the top 10 processes across the business, including frequency and systems used. This provided a foundation to understand process gaps and priorities.
Focused follow-on sessions
Two further workshops were held. One on Supplier MI and one on Price Review. Providing additional insight into the processes that were most critical for operational efficiency.
Transformation and hands-on support
The initial sessions highlighted the need for a more hands-on approach.
Cube Thinking took a deeper dive into the processes through process mapping workshops, particularly the Supplier MI project, ensuring alignment with business goals.
Collaboration with internal teams
The process mapping and workshops were conducted collaboratively with key team members, including the leadership team. Engagement was strong, fostering a constructive environment for open discussion and problem-solving.
A key focus was ensuring the strategy became part of the company’s regular management routines rather than remaining a standalone document.
The outcomes
Clear identification of process gaps
The work with Cube Thinking helped the business identify the underlying issues in their processes, enabling them to take action with confidence.
Dedicated resources for improvement
Following the process mapping, the business was able to allocate a dedicated resource to lead the Supplier MI project, ensuring focused progress on priority areas.
Foundation for future growth
The mapping and analysis provided a clear view of operational priorities. The business is now exploring opportunities for further automation and integration with suppliers and customers.