Case Study: Transformation Management

Fragmented approach to support provision needed a radical rethink…

Background

• A key financial markets services supplier was struggling with the cost and effectiveness of its internal support organisation
• Issues had grown from a succession of mergers and acquisitions which had never fully reached a conclusion
• Support was therefore fragmented both locationally but also from a legacy organisation perspective
• C7 Consulting was asked to help transform the way core infrastructure service support was provided and to manage the transition process

Approach

• C7 Consulting’s Target Operating Model (TOM) Playbook was used to structure the work
• The drivers into an operating model were assessed, ie the strategy
• Services to be provided
• Customers of the service – on this engagement internal, across the various acquisitions
• How the service was delivered – “channels“
• The objectives in each of these areas were determined, documented and agreed, and the 6 core parts of an operating model assessed
• Business Capabilities
• Processes
• Governance
• Data & Technology
• Organisation Model
• Talent Management
• Delivery of the operating model was then achieved using a 4-stage approach
• Assessment was carried out first agains the current state of the support organisation. This determined what was being done well, and what needed improvement against the strategic objectives and drivers. It also provided the baseline against all change would be executed and measured
• A target state was then developed to address any shortcomings (perceived or otherwise) and to fully align the department to the strategic objectives
• With the target state communicated across the senior management of the organisation and approved, the build of the framework for deployment took place, including the implementation and the expected benefits against which measurement could take place
• Finally, the new operating model was implemented

Outcome

• Consistent service catalogue detailed to apply globally to all parts of the organisation irrespective of prior organisation
• Core support centred around existing cost effective locations, providing follow the sun support implicitly
• Local support representation in the larger strategic centres was retained but on a reduced basis
• A hybrid model using outsourcing to fill gaps that internal resources could not efficiently cover was implemented
• The transition plan resulted in smooth delivery of the target model, and resulted in the minimum of forced redundancies
• Consistency of service greatly improved, facilitated by the adoption of an ITIL based service framework
• Cost efficiencies planned over a 5 year period, heavily contributing to the overall cost saving targets of the group

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