Business and IT Change Management and Benefit Realisation
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In all our work, Alastor is focused on outcomes, helping clients to realise the planned business benefit from their investment in business or IT change. This focus on benefit realisation means that we can look at:
- A specific project or programme to identify benefit in clear unambiguous business terms and to plan backwards from the desired outcome to ensure that those benefits are delivered
- A portfolio of projects, to establish those investments that deliver the greatest client return or benefit, along with key dependencies
- A major change activity, such as outsourcing or a merger, to understand clearly how business benefit is expected to be realised and to ensure that all activities are focused on the outcomes
In addition to this rigorous approach, we have significant experience in managing change, ensuring that all stakeholders are ready, willing and able to realise the benefit from the change programme.
We have transferred our expertise to clients and third parties to deliver value more widely.
We use a number of tools and techniques to support our approach, and Kimball Bailey and Iebe Ypma are both fully accredited in the use and application of the Dimension Four® methodology developed by Isochron, for whom we are also licensed resellers. www.isochron.co.uk.
For more information please contact us. |
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| Case Studies that use this Service: |
| Portfolio Management for a Cruise Operator |
| Acted as an advisor to the board of a major cruise line operator to help plan and prioritise an inventory of 18 major strategic systems initiatives. Structured the initiatives into three portfolios (customer facing and sales distribution, logistics and supply, finance and HR) to support initial capacity growth of 37% within existing resources. Identified additional savings of £1.8m initially and £3m annually thereafter. |
| 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%. |
| Project Management in the Insurance Industry |
| Managed a major project for a large global insurance broker. The objective of the project was to improve client acquisition and retention in the mid-market sector by streamlining risk acquisition and placement processes. |
| Performance Improvement for a Jewellery Retailer |
| Worked with the senior management team of the largest global jewellery retailer to identify major service improvement and cost reduction opportunities in HR and payroll, identifying direct savings of between 20% and 33%. |
| 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 Improvement for an Insurance Company |
| Worked with the global IT Director of a major international insurer to assess and quantify the benefits flowing from improved global co-ordination of IT and consolidation of data centres. Savings in excess of £10m were identified, as well as opportunities to enhance the resilience of systems and consistency of global services. Additional opportunities to reduce the cost of complexity, following a number of acquisitions, were identified. |
| Organisation Change and Cost Reduction for a Factoring Company |
| Worked with the factoring subsidiary of a large bank to restructure and redesign its factoring operations to reduce costs and to deliver improved and measured client service levels, supported by implementing nationally consistent processes. This enabled the operations to cope with additional volumes without growth in complexity and administrative overheads. |
| Benefit Realisation in Central Government |
| Reviewed a number of strategic government health initiatives to develop a business case for implementing new government policy, liaise with and present the case to local authorities and prepare ministerial briefings. Subsequently provided implementation support to local authorities. |
| Strategic Planning and Benefit Realisation in Local Government |
| Worked with a major Local Authority in the Midlands and the local Primary Care Trust to develop an integrated and shared vision for adult social care in 2020. We worked with the clients to translate the vision into specific actions and used these to review the current LA and PCT projects and activities to identify those that were redundant (generating savings), reprioritising those projects that were relevant, and identifying those specific additional projects that were required to deliver the vision. |
| E-Commerce in the Travel Sector |
| Worked with the team developing a new service line for business travel, based on e-commerce principles, the use of web-enabled applications, call centres and voice recognition technology, with the long term objective of changing the pricing structure of an entire industry sector. |
| Training in Change and Benefit Realisation for a Professional Firm |
| Worked with a major, global consultancy to introduce change and project management techniques to “Make Change Stick”. Trained the internal consultancy teams and then worked on assignments with the teams, applying the tools and techniques and mentoring the client teams. |
| Cost Reduction for an Insurance Company |
| Worked with the subsidiaries of a major international insurer to identify the costs of complexity (following a number of acquisitions) and explore methods of reducing those costs. |
| Business Change in the Insurance Sector |
| Worked with the COO of the London branch of a major global insurer, to review the commercial arrangements for systems to manage the global risk portfolio, to implement significantly enhanced governance procedures across the international offices, and to bring the project developing the systems to manage the global risk portfolio back under control. |
| Benefit Realisation and Procurement in the Oil Industry |
| Reviewed blending plants and refinery systems throughout Europe for a multinational oil company, including joint venture sites, to identify the benefits of implementing common systems, common interfaces and reporting structures to integrate with a European-wide architecture. Advised and participated in the procurement of pan-European materials control systems for blending plants. |
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An Alastor Case Study
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IT Improvement for an Insurance Company
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Worked with the global IT Director of a major international insurer to assess and quantify the benefits flowing from improved global co-ordination of IT and consolidation of data centres. Savings in excess of £10m were identified, as well as opportunities to enhance the resilience of systems and consistency of global services. Additional opportunities to reduce the cost of complexity, following a number of acquisitions, were identified.
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| ::AN ALASTOR CASE STUDY:: |
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