In 2016, auditors at a €4bn enterprise found the organization fell short of standards and requirements, lacking consistency across its security program, with incomplete out-of-date polices, lack of documented processes, and poor employee engagement. Gaps in process and urgent threats were addressed sporadically with a triage mentality – “just make the problem go away as...
STAR Stories Indi
Cut waste from a company that had grown by acquisition
A very large energy company that had grown by acquisition was burdened by conflicting and wasteful “legacy” security operations of various acquired companies. The company needed security to be less costly and more effective.
First-time CISO had to become “executive” fast
The higher Jerry rose in the department, finally reaching Director of IT, the more strain he felt on his marriage, his relationship with his team, and his own health. In the halls he exhibited confidence, but inside he was doubtful, wondering how to get out from under the crushing weight of emails and meetings and...
Bring control to an organisation which was in merger and needed to manage the costs of projects
Downward pressure on costs, changes to the marketplace and increasing corporate intrusions was turning this the supply chain business into a commodity and the Board realised they needed to raise their game. Through acquisitions, the supply chain business took control of a software house with a system in the end-client for its service and two...
Agile Software Development Implementation
This software house which produced software where 100% reliability was a critical element in service and operations was losing money as client’s budgets shrank and time to market became a key imperative
Business Merger – Streamlining, Change and Improvement
As a result of a merger, this programme brought together the legacy ways to purchase all IT hardware and software into a single new process and then over the next twelve months worked with a near-shore outsourcer to define and test a new system which would deliver the process and benefits required by the merger...
Cost Reduction Strategy
This utility needed to demonstrate to the Regulator that their business plan for the period 2020 – 2025 had challenged the frontier of efficiency across the business and had maximised innovative new technologies which would improve customer experience, the resilience of the business and water supply and reduced the customer bill to a minimum.
Cultural Change Programme
The Corporate credit card business of this credit card business had a poor digital experience for small and large businesses. To address this, and as a step to digitising the experience, a programme was established to examine all processes within the business, to map them, look for waste and opportunities for process automation and to...
Development of Accurate Reporting Framework
This utility was at risk of a large (£10m) fine for misreporting on its spending against assets and performance each year to the regulator. In previous years this utility had reported incorrectly and was subjected to a warning that further reports required a high degree of accuracy.
Development of Innovation Framework
This utility was required to track and report on innovation spend and demonstrate the benefits derived from the money spent.
