Hitachi Vantara and SOLA had a longstanding relationship spanning over a decade, throughout which Hitachi trusted SOLA to consistently deliver permanent and contract talent. During the height of the partnership, as many as 75 SOLA-provided people worked for Hitachi at any one time.
SOLA worked closely with Hitachi as the company underwent an enterprise-wide transformation from storage vendor to major IoT player. This project meant a significant change in the skills required, so Hitachi entrusted SOLA to identify many high-level positions to lead the organisation through this pivotal moment.
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Hitachi had a specific problem—a serious shortage of talent who could work with their proprietary technology. So SOLA designed and implemented an Academy Programme, a tailored training programme designed to nurture sales and technology specialists.
An experienced SOLA manager implemented the Academy Programme for Hitachi, developing promising junior staff into key resources.
The result—Hitachi has a constant stream of highly-qualified, committed, loyal employees who were engaged with the company's culture and mission.
As such, SOLA alleviated the pressures of continuously recruiting experienced staff with highly specific skills. The Acadamy Programme created a constant pipeline of next-generation employees whose skills were fostered in key areas for the company.
Working together so closely, Hitachi and SOLA realised that there was a pattern of bottlenecks around creating statements of work (SOW) for the projects they won. This directly impacted the time salespeople spent with customers and, consequently, the volume, accuracy, and speed of requirements fed to SOLA and the contractor workforce. What's more, inefficiently administering and organising resourcing projects caused a second bottleneck around customer needs and capacity issues.
SOLA spent time understanding the problem and then worked closely with Hitachi to create a bespoke solution to solve both problems. Experienced members of SOLA's operations team spent time at Hitachi to absorb the work processes and assist in administering their resource pool.
This experience was so successful in streamlining processes that SOLA appointed a full-time, SOLA-employed liaison between themselves, the contractor workforce, and Hitachi.
SOLA then addressed the SOW bottlenecks by appointing a full-time, SOLA-employed SOW writer to assist the sales team produce work statements in a vastly reduced time. The average time to create a SOW was reduced from one week to 48 hours.
Download a PDF copy and learn more about how SOLA developed innovative bespoke solutions for Hitachi's tech and sales requirements.