The Situation

Global manufacturing organisation with 45,000 employees across 100+ countries and roughly €9B in revenue is changing their revenue model from being a product company to a services company. In order to transform their revenue model, it was important for their IT Services to adapt to the changing business needs.

The Task

Starting with a quick 8-week assessment of their IT Function, I was subsequently in charge of implementing a new operating model for IT Service delivery to lay the foundation for Industry 4.0 and deliver a scalable / agile IT Operating model to support their vision.

The Action / Approach

  1. Method – Engaged senior leadership from business, IT and procurement and organised reference visits to help define “what good looks like”.
  2. Process – Facilitate identification of business-critical processes that had impact on top-line revenue and to ensure an efficient and reliable IT system that would avoid any commercial losses.
  3. Technology – Delivered an agile IT function that worked on the principle of pro-active monitoring of business-critical processes
  4. Delivery Style – Selected a project team, trained them and subsequently lead them to delivered €33M savings in one area alone with significantly improved IT Services.

The Result

The project outcome and benefit were highly appreciated by the executive team since it delivered improved uptime of business-critical services reducing revenue loss of approximately €5M per annum. Also delivered net 30% savings in one area alone that had been proving challenging to the business and the savings helped self-fund implementation of optimum technology solutions over 18-month duration.

Practice