Case Studies |  |  | We had a very large project that was at risk and the high-calibre Tranzform team was the key to success in its turnaround. Michael Sammells, Chief Financial Officer, Medibank Private |  |
|  | | |  | | IT Transformation | These Case Studies represent recently completed examples of work involving transformation of the IT function so that it adopts a benefits-driven mindset and is better positioned to deliver real value to your organisation. The common theme here is to ensure your IT projects are aligned to measurable business outcomes and will deliver the expected benefits. If the summaries below relate to issues that you face in your organisation, then you can click on the link below to receive a full copy of these Case Studies.
Large Financial Services Firm: The new CIO of this client engaged us to help re-position the IT function, to improve business-IT relationships and to develop coherent business-linked IT strategies. A new service-oriented IT organisation was quickly established incorporating senior architect /business relationship management roles with each of the major business units. IT strategies for each business unit were prepared as drivers for the development of a 5 year Enterprise IT Strategic Plan. In the process IT/business relationships were transformed and the credibility of the IT organisation was vastly improved. As a result of this assignment the approach to IT management in this organisation was transformed, overcoming dysfunctional relationships between the business units and IT, and addressing the fragmented IT decision-making process. A new level of communication and relationship management between IT and business units was created giving an effective framework for business-driven IT strategic planning and investment.
Telecommunications Company: This company had taken significant market share but now faced a need to mature its growth strategy into a more sustainable long-term position. It recognised that the culture that had made its growth possible was potentially the greatest risk to this change. The secret to success was in harnessing the energy and innovation of the staff to deliver real returns from the capital programs. Several positive things occurred: over 50 projects were discontinued with the full agreement of the sponsors and technology management, leading to capital expenditure savings of over $250M; the technology delivery teams improved the performance across the board with project compliance to dates, budgets and quality up approximately 50% to over 90% across the program; staff remained enthusiastic and supportive of the projects and staff turnover decreased to less than 15% per annum. The company has continued to out-perform its major competitors and preserves its reputation as a major innovator in the field.
Transport Organisation: This client was on the brink of a major transformation, but had not yet finalised the design. At the same time they realised that their current business-critical applications were inflexible and needed to be replaced if they were to support the future mode of operation. The CEO directed us to find a solution that would enable them to continue ‘business as usual’ as well as provide a platform for lowering costs and supporting future growth, even if the business model changed radically. The end result was the replacement of the existing system with a state of the art technology platform that facilitates lower costs of distribution and expansion of product offerings, opening of a new sales channel on the web, and a new model for the sale of non-core products.
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