SELECTED CLIENT CASE STUDIES


Interim leader - case Study

university

 

Client description

Our client is a nationally ranked university with multiple campuses, including a law school and medical school, serving over 4,000 students from the US and 30 foreign countries.

 Problem

  • IT system performance issues
  • IT Operations leadership gap
  • Data center outages
  • Large backlog of pending system and security patches
  • Disengaged IT operations' employees (only doing what they are told - not what they know needs to be done)
  • Old technology in need of upgrade or replacement to keep up with student and faculty demands.

Action

  • Introduction of an Interim Chief Technology Officer (CTO) to own the IT Operations team
  • Improved engagement of employees
  • Improved stabilization of network, infrastructure and server environment
  • Security patch deployment focus on process and speed of deployment
  • Increased cross team meetings to drive awareness and understanding

Outcome

  • Eliminated system outages
  • Improved employee engagement
  • Improved team performance and improved team member proactive efforts to improve performance
  • Improved entire environment uptime.
  • Gave CIO confidence to reorganize team, reduce size of some groups to invest in future needs.  
  • Defined new CTO job description role with HR and CIO - helped initiate search
  • Built confidence in IT Operations team across the organization
  • Created a foundational understanding of the need for IT security and built executive support for security projects. 

Interim leader - case Study

National Telecommunications, media and sports company

 

Client description

Our client is a nationally dominant, and internationally recognized, wireless, landline, internet service, sports, and entertainment company. 

 Problem

  • IT leadership resignations resulting in leadership gaps and team turmoil
  • Increasing customer facing service issues
  • Increasing scrutiny by regulatory oversight authorities
  • Shrinking market share 
  • No linkage between business group strategies and IT strategy
  • No engagement of IT by business leadership 

Action

  • Introduction of an Interim Chief Information Officer to own the Enterprise Business's IT Organization
  • Reduced focus of IT team to core enterprise system stability and specific business needs that were Critical ($100 million impact or greater) and Urgent (3 months or shorter)
  • Improved engagement of employees
  • Launched an IT Strategy effort with IT and cross functional business leaders to align IT work with business strategy initiatives to achieve strategic goals
  • Performed a project portfolio assessment

Outcome

  • Reestablished business leadership relationships - launching $300 million in new revenue opportunities
  • Improved employee engagement and developed IT Strategy and planning skills into the team
  • Adjusted project portfolio to free up $270 million in CapEx
  • Identified and shared with Finance the opportunity to improve project execution across the enterprise to improve overall project performance.  Resulted in $1.9 Billion performance improvement savings in CapEx
  • Worked with HR to identify employee improvement opportunities
  • Reviewed and helped hire replacement CIO
  • Created first ever IT Strategy for Enterprise IT organization - aligning all business strategy initiatives and goals and building out the first every Enterprise Architecture Plan based on IT Strategy, to target IT investments on most impactful areas of IT to drive strategic goals
  • Launched upgrade to Oracle e-Biz platform without customer issues

Business Architecture - case Study

Healthcare provider and medical device manufacturer

 

Client description

Our client was a $120 million a year, private, national medical device manufacturer that also provided clinical patient care.  The organization had 770 employees, 137 distribution centers, 3 warehouses, and manufacturing operations in China, Germany, and the US. 

 Problem

  • Stagnant product mix
  • Shrinking patient reimbursement rates from CMS (Medicare & Medicaid)
  • Over 400 healthcare insurance company agreements all reducing reimbursement rates for products
  • Average reimbursement of 56% on contracted allowable insurance claims
  • 22 year old custom built legacy system incapable of handling new product

Action

  • Introduced a new product development (NPD) stage gate process
  • Improved efficiency of patient orders and claims handling
  • Reengineered the Revenue Cycle (order-to-cash) end-to-end process
  • Helped perform a vendor selection process (with scorecard) for Revenue Cycle Business Process Outsourcer (BPO)
  • Performed software and vendor selection to address technology challenges

Outcome

  • Improved new product pipeline from four new products in company history to 126 new products over a two-year period
  • Reduced time from patient interaction to claim submission from an average of 77 days down to 26 days in 20 months
  • Improved allowable claim reimbursement to 76% of allowable in 18 months.
  • Defined and facilitate BPO partner engagement for claim submission and receivable management for patient claims
  • Architected, designed, and built a new EMR platform in 18 months to allow for new products, outsourcing, and simplified organization structure.
  • Reduced overall business operating costs by 47% in two years.
  • Resolved outstanding vendor payment claims
  • Institutionalized a new planning and forecasting
  • Improved inventory turns by over 300% annually 

IT Current State - case Studies

Pharmaceutical services - supply chain partner

 

Client description

Large end-to-end pharmaceutical supply chain services company to hundreds of US based life science companies.

Problem

  • Failure to fully integrate recent acquisitions resulting in disparate and duplicated systems, inefficient teams, and confused customers
  • Lack of standardized and repeatable client solutions created complexity in selling and internal customer launch and maintenance inefficiencies
  • Struggling to remain competitive due to high operating costs
  • Poorly understood cross-functional requirements and lack of breadth of client solutions caused pricing estimates to be off by more than 300%

Action

  • Performed an IT Current State Assessment to determine process and technical gaps
  • Performed a business architecture assessment of the client proposal and estimating work
  • Developed five-year roadmap to transition to new software platform to track end-to-end distribution of products and materials for clients
  • Validated a single strategic software platform and developed road map to fix gaps

Outcome

  • Delivered new estimating processes improving estimate accuracy to within +/-10%
  • Delivered IT Current State Assessment demonstrating existing systems did not meet the end-to-end business’s client transaction and support needs
  • Identified new funding approaches
  • Identified $4M small business market using a proposed new client software platform
  • Uncovered $21+ million in annual operational savings (30% of operating cost) by decommissioning legacy systems
  • Found $1 million in IT purchasing savings resulting from decommissioning and better contracting
  • Created a five-year road map with funding and growth targets 

 

IT Liaison - case Study

Global retail and wealth Banking

 

Client description

Top five banking and financial services organization with 4,400 offices in established and emerging markets operating in 71 countries around the world serving 46 million customers through four Global Businesses: Retail Banking and Wealth Management; Commercial Banking; Global Banking and Markets; Global Private Banking.

Problem

  • Publicly announced three-year cost reduction initiative - not delivering expected results
  • Legacy culture violated global banking laws resulting in fines and a bank “monitor”
  • Legacy teams and systems were slow to change in leveraging new business and technology tools to address customer opportunities, regulatory needs, and risk considerations
  • Organization structure encouraged leaders to build shadow organizations, deprioritize globally required changes and focus on local customers only
  • No single view of a customer inhibited risk, fraud, and audit activities and minimized customer engagement and support opportunities

 Action

  • Took lead as Global Business Transformation Architect & Program Leader for one global stream in the transformation
  • Built program and architecture models to address single customer platform
  • Created new Data & Information Management Services Organization Model
  • Assessed thousands of employees and performed 400+ targeted surveys to assess organizational change impact and improvement opportunities

 Outcome

  • Created organizational transformation plans in six largest markets representing over $100 billion in revenue
  • Designed organization structure; engaged with HR to build job descriptions; and collaborated across functional groups to create the organization’s services, roles, responsibilities and org. structure
  • Using both the service model and the employee surveys, identified a 20% savings in employee operating costs as part of the transformation beyond expectations and plan
  • Helped executives continually assess project value using ROI, IRR and Payback
  • Only transformation project not to be flagged as "Red" at any point in the transformation initiative

IT Strategy - case Study

Telecommunications, Media, and professional Sports 

 

Client description

A $15 billion national media and telecommunications organization with over 26,000 employees and owner of television, movie, and sports businesses was going through a transformation driven by the board of directors and new CEO.

 Problem

  • System outages were increasing and negatively impacting the customer experience
  • New media deals and hardware launches had aggressive timelines for customer rollout
  • Substantial turnover in executive leadership left a leadership vacuum 
  • Government oversight was increasing as a direct result of customer complaints
  • $2.7 Billion CapEx budget did not appear to be enough for investment commitments

Action

  • Introduced Application Portfolio Planning
  • Introduced Strategic Program / Project Portfolio Investment Management 
  • Introduced Business Architecture and business unit "Heat Maps"
  • Completed an IT Strategy effort to align IT projects and platforms to strategic goals
  • Filled a vacant CIO role with an interim IT leader to help fill critical leadership gaps

Outcome

  • Identified $250 million in CapEx savings
  • Identified additional $700 million in potential IT contracts savings over three year contract life
  • Proposed CapEx investment based on Business Architecture heat maps for largest ROI
  • Defined and delivered IT strategic efforts aligned to strategic goals