The company underwent a significant reorganization. As a result, a new CIO was hired. After 12 months, the division had regressed.
Our Actions
Interviewed a number of IT- and business staff to identify the major issues with the reorganization. Gaps and overlaps in functions were identified, and remediation plans were presented to the Executive Board.
The Result
We were requested to assist in the implementation of the plan. Within six months, all the actions had been either addressed or were underway. Continued to mentor the CIO.
Leading Financial Services Organization
The Issue
The company hired an expert on Digital positioning and had an exciting strategy, however, IT had been excluded from the process. Needed to assess whether IT had the ability to deliver against this strategy.
Our Actions
Conducted an evaluation to determine whether IT was in a position to delivering on the new Digital Strategy. It was established that IT had been in a ‘keep the lights on’ mode for 2 years and therefore would not able to deliver on a new strategy. Formulated a plan to address the outcomes.
The Result
We were asked to stay and help implement the recommendations. Within three months, all the actions had been either addressed or were underway.
Large Power Utility
The Issue
The company had decentralized and, years later, the CFO wanted to centralize and re-install SAP. The CEO and CFO were not confident in the CIO's ability to deliver and, as a result, the CIO left.
Our Actions
Fulfilled the role as the ‘interim' CIO and started three focused initiatives:
To centralize IT, which consisted of five disparate IT operations, each with its own CIO;
Prepare to support and implement SAP company wide; and
Ensure ongoing operations were not impacted as a result.
The Result
Within 18 months the IT Division had been centralized and reorganized. Substantial budget savings of about 20% had been realized, and a new CIO was appointed and in role.
Large Freight Logistics Chain
The Issue
The Company had no CIO in role and was considering centralizing its seven IT divisions across the Group. The IT costs were out of control, and the company had suffered a major cybersecurity breach.
Our Actions
Fulfilled the role as the ‘interim CIO and started three key focused initiatives:
Investigated whether centralization was the correct approach and determined it was not. However, there were major role clarity issues and overlaps with Head Office;
Appointed a International Consulting firm to implement comprehensive cybersecurity policies, frameworks and tools; and
Renegotiated all supplier contracts, centralized and eliminated wasteful expenditure across seven IT Divisions.
The Result
Left with 14 months, with all proposed recommendations in place. Achieved significant IT savings of well over 25% and a new CIO in role.
International Life and Health Insurance Company
The Issue
A complex technical project had been kicked-off, which involved cross border international teams. There was minimal buy-in to the approach and no ‘agreed on’ defined scope.
Our Actions
Got the team to align and delivered the project scope, time and budget, within 2 months. Based on this, we recommended scrapping this approach and redefining the requirements.
The Result
A cheaper and easier solution was defined and buy-in from business was obtained.
