CLIENT SUCCESS STORY
THE CLIENT
A Publicly-traded, Global Environmental Engineering and Services company with offices in the US, Canada, Europe, and Australia.
Notable Achievements
65
INCREASED CUSTOMER SATISFACTION (VIA SURVEY)
67
INCREASE IN M&A AND DUE DILIGENCE PROCESS SPEED
Challenges
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.
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.
Solution
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.
Results
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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.
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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.
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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.
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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.
