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.
STAR Stories Indi
REDUCE COST AND IMPROVE CASH FLOW
A global media organisation with annual revenue of $650M and around 2500 staff has been in the phase of exponential growth over past 4 years and was facing challenges to manage their cash flow. Since technology was a major spend component, there was pressure to reduce unit cost and optimise the cash flow. The CFO...
Architecting the colleague experience
A global knowledge-based services organisation has grown through a series of major acquisitions. As a people-based organisation it wants to accelerate integration of acquisitions and rapidly offer new propositions.
New customer value and services thanks to brand new digital capability
Client’s strategy was to transform from a manufacturer of roofing materials to a provider of roofing solutions and services. Therefore, the client had to explore new customer segments, channels and routes to market.
New, business-led governance structure is helping BMI Group to achieve its transformation goals.
BMI Group embarked on a business transformation journey underpinned by a portfolio of strategic programs, e.g., ERP modernisation and consolidation, workforce management, and transformation of global supply chain planning and execution. The group lacked a structure to develop, evolve, and protect the business template. Also, there was no mechanism in place to ensure that the...
Building Credibility through IT Strategy
CIO, a few months into the job at a financial services company, needed to demonstrate that the technology strategy supported the business outcomes. He desired a more significant influence on the decisions made within business units, and to show the value of building technology foundations to support the whole enterprise. His team was struggling to...
Save 10,000 hours by leveraging Virtual Engineer Automation
Run-The-Bank division was struggling to satisfy automation requirements of their infrastructure and unable to meet Availability & other SLAs
Changing a culture from Projects-led to Benefits/Goals-led
The client (Sellafield Ltd) is a multi-billion turnover multi-site organisation, with one of the most complex civil engineering operations in Europe. Because of its complexity, staff have broken the work down into “projects”, specific pieces of work, some falling into the category of megaprojects (>$1billion over 20 years), which they can do and report on...
Testing the potential for a new spirit product that’s worth more than 1k USD per bottle
My client, a whisky maker, has been in the challenging position to break through in East Asia – a market that is traditionally dominated by Cognac. While Cognac has been advertised for decades and is seen as an established business gift which people can attach a clear symbolic and monetary value to, the value and...
Helping a global FMCG brand to innovate in the hair care and hair styling category
A global FMCG company that is more known for quick adaptation than for innovating its own products wanted to up their game with new hair care & styling products to disrupt the market with innovative new product and service ideas. We needed to understand, how to harness emergent tech and cultural shifts in beauty with...
