Strategic Development and IT Governance
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- Alastor has worked with a range of organisations to set strategy and direction for business and IT and to build a structure for management, governance and reporting.
- Many organisations are overwhelmed with portfolios of IT change projects and the demands of managing these portfolios and component projects in the manner of an “a la carte menu”. This often results in a continuous process of reallocation of priorities and resources
- There is a better way
- We can work with the senior management team and users to:
– Assess the appropriate levels of IT expenditure, and where the expenditure should take place (within IT, at local or corporate level)
– Ensure that the IT structure is appropriate for the benefits expected to be delivered by IT
– Establish processes to manage unit costs in IT and the impact of business complexity and volumes
– Design governance processes that ensure management of IT, and the delivery of benefits from change projects
- We also have significant experience of working with management to revive projects that have lost focus or momentum. We help them to move beyond the traditional risk containment focus of formal project management methodologies, reenergising the team through a focus on the benefits to be delivered and the excitement of change
- Additionally, our experience of IT procurement and outsourcing enable us to work with the management team to identify alternative methods of delivering (and funding) the required IT functionality
For more information please contact us.
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| Case Studies that use this Service: |
| Risk Management and Organisation Design for a Bank |
| Worked with the Chief Executives of a major bank to implement the same rigorous portfolio and risk management process to the IT project portfolio that are applied to the commercial operations of the bank. This led to a redesign of the organisation structure, including joint business and IT staffing, career planning and skills development. Implemented end to end customer focused processes and service portfolios resulting in improved operational stability and a headcount reduction of 10%. |
| IT Strategy for a White Goods Manufacturer |
| Worked with the IT services subsidiary of a major international manufacturer of white goods to redevelop the IT strategy, following the consolidation and outsourcing of many of the core technical services. This resulted in the development of new (global) governance structures and cross-charging mechanisms to differentiate the impact of IT unit cost reductions from the effects of increased business volumes. This further led to improved decision processes and improved relations with the operating divisions. |
| Strategy for a Catalogue Retailer |
| Worked with the MD and IT Director of a catalogue sales company to review the impact of a move to a more direct sales and distribution model on the portfolio of existing applications, and identify the likely cost of migrating to a new applications architecture. The IT costs identified facilitated the decision to divest the company, rather than invest in the required systems changes. |
| IT Advice for a Finance Company |
| Advised the financing subsidiary of a large US-based motor manufacturer on structuring a joint project to roll out a common European systems solution, following the acquisition of a significant shareholding in an Italian-based motor manufacturer. |
| Information Strategy for a Government Agency |
| Worked with the UK Government Agency responsible for the major roads network to develop an information strategy to make better use of existing assets and road capacity without the need to build additional roads, with the objective of significantly reducing congestion. |
| IT and M&E Strategy for a New Build College |
This College of Arts and Technology on the south coast of England was a new build establishment that sought to use ICT to enhance the teaching and learning experience. We worked with the Principal and her management team to develop a common language covering all the functions of the College (admin, teaching, learning, resources and ICT) and to develop a comprehensive ICT strategy. We further developed the specialist IT-related mechanical and electrical requirements for the new build.
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| IT and M&E Strategy for a New Build School |
| Worked on a £32m new build for a school for boys in a London borough, with particular responsibility for the ICT strategy and IT-related M&E components. The objective of the ICT strategy is to deliver a step change in the use of ICT (the school is a Mathematics & Computing Specialist School) within a sustainable (technology and cost) environment. |
| Business School Accreditation in Europe |
| Carried out the first business school accreditation in Europe under the Bologna Accord, resulting in the Dutch Government Department for Education granting MBA degree-awarding powers to the business school. |
| IT Strategy and Cost Review in the Public Sector |
| Reviewed the IT strategy of a large Naval Dockyard (including responsibility for submarines) to ensure that it supported the business requirements at an appropriate level of risk, resulting in a recommendation to scrap the planned development of a £7m materials control system. |
| IT Strategy in Retail |
| Worked with the senior management team of a global luxury clothing designer, manufacturer and retailer to develop the global IT strategy, governance and systems routemap in support of a major global expansion. |
| Market Positioning for a Technology Company |
| Advised the senior management team of a major global software provider on the positioning of value-added services (operational excellence; managed support; value innovation and governance; consulting services) to ensure that they addressed genuine business needs and generated demand in the market. |
| IT Strategy and Business Change for an Electronics Manufacturer |
| Worked with the senior IT and business management team for a major electronics manufacturer to develop the global IT strategy to support simplification of the business, a major shift of resources to the Far East, and increased collaboration across the supply chain. |
| Strategic Management for a Charity |
| Chaired the board of an international charity during the development and implementation of a new strategy to replace declining revenues from financial services and replace these with paid-for services for members, commercial organisations and business schools. |
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An Alastor Case Study
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IT Advice for a Finance Company
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Advised the financing subsidiary of a large US-based motor manufacturer on structuring a joint project to roll out a common European systems solution, following the acquisition of a significant shareholding in an Italian-based motor manufacturer.
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| ::AN ALASTOR CASE STUDY:: |
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