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The client needed to move away from their current platform as there were flaws in the system resulting in regulatory breaches and customer remediation. Due to the complex and bespoke nature of the underlying algorithms, it had been determined, through an external consultant, that there were no “off the shelf” products which were suitable and...
The Digital Director was frustrated that the next generation of the company’s flagship software had been subject to a number of delays. There had been a big change to underlying technology, and the team had also been working with an agile coach. After a couple of rounds of consultancy, they had still not discovered why...
Penetration testing activities in the organisation were particularly painful. Project often didn’t have budget for it, planning and scheduling involved many different teams, and during the activity itself it was often found that pre-requisites weren’t in place, so often the full scope of the planned testing activity wasn’t performed. This often led to involvement of...
CIO needed to demonstrate to this FTSE 30 board the power of data to enable change and drive efficiency and business productivity. Data and enable change and improve business efficiency and productivity security were central to the IT Strategy, from here all other IT objectives would be driven as the focussed on using data to...
A strategic programme on the verge of failure needed board sponsorship, a compelling business case and a Lean/Agile approach to delivery. The programme had been running for three years, led at first by internal management, then consecutively by three large consultancy firms. With €12m of investment sunk the programme had yet to deliver any outputs.
A €100mn per annum change portfolio lacked strategic focus and clear accountability. The COO of this leading global insurer had identified that accountability, priority and decision making was sub-optimal and required a radical intervention.
Faced with significant problems and low levels on customer satisfaction from the activities carried out by its network of service partners, the subsidiary of a multinational IT company had to profoundly rethink about how to build better relationships and create mutual benefits with them to support and grow the overall business. There were some internal...
The company entered into a multi-year contract with one of the Tier I suppliers for providing specific HR services across geographies. The supplier transitioned the services and in 4 months moved to a routine delivery. While the supplier was delivering these services, parts of the HR function and the business were not happy with the...
My client was part of a tier 1 European banking group offering a full range of Corporate Banking products in the UK. The bank’s objective was to transform the Target Operating Model (TOM), and the underlying IT platforms, for all its very extensive catalogue of products. The bank had hired a big four consultancy to...
Internet Solutions required a smart client management portal that would enable customers to self-manage their IT infrastructure (Cloud, Connectivity and Security solutions) and assess the health of their IT business. The organisation was managing their customer relationships via the diverse suite of services that caused a disconnected, siloed experience and resulted in low client engagement...