Executive Summary and Challenge My client, a large entertainment organisation required an overarching architecture assessment of 25+ of its core business applications legacy estate. A programme of projects was in flight, some projects were on track, other tracking significantly behind, a full review of its state of operations were required to address gaps in service...
STAR Stories Indi
Post-Merger Integration of Two Property Organisations
The client, a large UK-based property organisation recognised it required meticulous integration of its core applications. This was as part of a post-merger migration with another housing organisation. Due Diligence had been completed and they were half-way through the integration phase when the head of service/Deputy IT Director needed to move onto another role. This...
Help me spend £4bn on 18 Programmes across 9 Countries
Programme Director: I’m almost a Billion underspent on my Programme and 9 months late. A large global fund was almost a year into its four year programme and was underspent by quite a large number. The ask was “how can I speed up the programme and increase spend dramatically.” (Global aid money, so increasing spend...
BUSINESS AND SYSTEMS IMPACT ASSESSMENT for Payment Service Provider (PSP) integration
AEVI International GmbH’s acquirer bank customer wanted to integrate its instance of AEVI’s PaaS Marketplace web portal with a Payment Service Provider (PSP) to enable recurring subscription payments by merchants for 3rd party B2B Android apps.
Developing a Sourcing Strategy for Reverse Logistics to improve relationships, commercial performance and service levels
A Supply Chain faced a number of issues with its Reverse Logistics including: – Poor relationships with its suppliers – Poor financial performance – Poor relationships with Sales and Service – A large number of complaints related to the repair services provided – Service levels below its key competitors
Improved Decision-Making through Business Capabilities
An IT Director needed to encourage the senior and executive leadership groups to consider the whole of the business when making decisions. The organisation had been established with clear silos and over the years those divisions had deepened to the point that decisions taken from one narrow perspective were actively detrimental to other areas of...
Implement parliamentary imperative with the enthusiastic support of staff
Client was a high profile ALB (Arms Length Body), tasked with responding to Freedom of Information by publishing information proactively instead of waiting for requests. Staff were used to analysing into custom reports provided to ministers and senior staff of major stakeholders to the ALB.
Rework Outsourced Contract for Cost, Quality and Innovation improvements
The Organisation had got into a long term IT Outsourcing Contract with a Tier I service Provider to manage all of its IT Services. The contract * Included a year-on-year increase in payment for inflation * Did not include any potential benefits due to efficiencies * Technology upgrades not included * Included Infrastructure, Applications &...
Improve Relationships, Confidence & Value Delivered Across the Business
Internal communication among middle-managers in a key department of the Regional Government Office is ineffective, with low commitment from teams to sharing information and collaborating. This is also the case between Top Management with the rest of the organization. People feel excluded from important deliberations; their knowledge and capacities are ignored, they need to express...
Optimising Procurement’s Target Operating Model
Following the announcement of a proposed merger of 2 major mobile network operators in Germany, a Post-Merger Integration team was formed. The challenges faced were: – Fundamental differences in the way that products were purchased – Teams & strategy needed to be integrated & an approach aligned with corporate goals – A desire to realise...
