Case Study
CLIENT SUCCESS STORY
Interim CIO Assignment to Turn Around an Under-Performed IT Team
A Publicly-traded, Global Environmental Engineering and Services company with offices in the US, Canada, Europe, and Australia.
65% increased customer satisfaction (via survey)
67% increase in M&A due diligence process speed
The IT team is lost.
Under-performed IT team with misaligned project prioritization and chaos execution processes. Poor senior leadership that can’t keep up with the company growth and technology demands.
A complex technology environment with little IT oversight.
Out-of-control application stack with multiple upgraded and redundant versions, of which, many are facing end-of-life support. Many shadow IT groups have purchasing and upgrade authority on technology components.
Business is growing without IT.
The company is on an aggressive Merger and Acquisition (M&A) track, buying between 4 – 8 companies on an annual basis. The need for a smooth and seamless IT integration of the new companies are essential to the company’s financial and contractual growth. The IT team does have an established M&A technology due-diligence and execution process. Works are done randomly and, on an ad-hoc basis causing delays and cost increases.
New leader that can motivate the IT team and align with the Executive Leadership Team
Dragon9 Partners (D9P) was engaged to provide an interim Chief Information Officer (CIO) who can turn the IT team around and elevate the collective team performance and alignment to the Business. The D9P-provided Interim CIO was able to organize, guide, and motivate the IT team in six months by taking the following actions:
Established clear accountability matrix.
Got the IT team’s buy-in. Hold the team (and each other) accountable for achieving team goals and aligning with Business objectives. Implemented the “Raving Fans” principles.Created a prioritized project portfolio.
Created a prioritized project portfolio with Business input to ensure the projects with the most positive impact to the Business are done first. Led regular alignment meeting with all stakeholders.Enabled the IT team to work closer with multiple divisions and stakeholders to gain trust.
The effort was the first step in establishing an enterprise application rationalization project to bring more IT oversight and help reduce risks and costs.Built the M&A technology due-diligence and execution process .
Built the M&A technology due-diligence and execution process to enable IT to proactively participate in M&A efforts and to complete required tasks on-time with great results.
Increased customer satisfaction (via internal survey) by 65%. Received numerous positive feedback from the Executive/Leadership team as well as the Business users and stakeholders on the re-energized IT team.
Produced a comprehensive project portfolio and stood up a PMO office. Projects are well-defined and executed based on Business priority, impact to the bottom line, and long-term benefits. IT was able to schedule the project work while continuing to maintain the day-to-day operations.
Launched an enterprise application rationalization and modernization framework and implementation plan to enable the company to reduce application overlap and retire end-of-life applications.
Created an integrated Technology M&A playbook to allow IT to participate as a proactive and contributing member of the larger team. Able to reduce the M&A due-diligence process from over 45 days to 15 days or less. Created and implemented a technology integration roadmap to onboard new team members, systems, and processes within 30 days of the deal completion.
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