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Case Studies

Case Studies

What we have achieved with our clients.

The best way to tell the story of VISION is to describe what we've achieved with our clients and how.

Along our journey we have been fortunate to work with companies such as IBM, Cemex, General Motors, Lloyds TSB, Citi, Scottish & Southern Energy (SSE), RSA, Telefonica, Warner Music and many others.

We pride ourselves on delivering major operational and financial benefits - fast. Here is a summary of some of our results.

We have assisted:

  • One of the UK's fastest growing utility companies to grow its customer base from 2.5m to 5m customers.
  • A major financial institution arrest a 9-year run of falling revenues to 30% growth in 12 months. 
  • One of the largest UK banks develop a mortgage service line that moved from under a 1% market share to a 10% share in 18 months. 
  • A major international mobile telecommunications company to realign its management and culture to meet  the challenges of rapid revenue growth and geographical expansion.
  • A leading North American cement manufacturer to transform into a global industry leader.  
  • One of the world's leading ATM manufacturing and servicing companies to  raise their Net Promoter Score from 6% to 66%.
  • A leading German engineering company to earn the highest profit margins in their industry.

At VISION we like to tell our stories so please contact us, and we will share with you how we have worked alongside our clients to achieve such transformational results.


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VISION: Case Studies: Utilites

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Business Stream
Scottish Water

It takes committed cooperation to plug leaks fast

Client Ambition

With leakage being a key customer, organisation and stakeholder concern, Scottish Water wanted to demonstrate that leakage is well managed.

As part of a wider leakage reduction programme, a target was set to repair 80% of all customer reported leaks within three working days without significantly increasing operational cost. Reducing leakage repair cycles from between seven to fifteen days, to three working days, provides a valuable contribution to Scottish Water's annual leakage target as well as benefiting customers.


VISION undertook an analysis of the existing repair process, identifying a range of opportunities for improvement that would reduce cycle times. A redesign was proposed, starting with a clear leakage fix promise to the customer and then ensuring promise alignment of all parties involved in the leakage repair process. To support this customer promise, a comprehensive suite of end-to-end management information was created to allow all leaks to be monitored from customer call to completed repair.

Using the VISION design, the new leakage repair process was piloted in the Clyde (Greater Glasgow) region followed by a second region (Nith) that covered a range of urban and rural infrastructure. Using Commitment-based Management (CbM) principles, VISION led the implementation using 'in the moment' coaching of operational staff to make and keep leakage promises to each other so that the customer repair promise of three working days was met. Using CbM techniques also allowed managers to demonstrate that they "had their finger on the pulse" and were driving the right behaviours and practices to deliver results and not constrained by corporate reports.

VISION also demonstrated that the existing technology could enhance coordination and productivity without additional investment.


Scottish Water quickly transformed to work as a unified team across the leakage process from capturing the customer request, to leak assessment, to planning a repair and through to fixing the leak. VISION demonstrated that over 80% of customer reported leaks could be fixed within three working days and that this change was sustainable. Scottish Water's own customer survey showed an increase of customer satisfaction from 78% to 97%.

Value Delivered

  • Reduced leakage repair cycles from fifteen to three working days (80%) without extra resource or costs


  • Improved utilisation and productivity of field based staff
  • Improved communication and decision making in the use of external contractors
  • Better co-ordination and trust between planning and the field with corresponding morale improvements
  • Improved customer relationships with better informed and satisfied customers
  • Peer leading performance

Client satisfactions

"Through our leakage cycle time project we have not only delivered significant reductions in lost water but some very tangible customer service improvements."
Mark Dickson, Head of Customer Services, Scottish Water

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Voith Siemens Hydro


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