example of Impact - OPERATIONAL EFFICIENCY / EFFECTIVENESS

optimizing IT

details

Client background and situation:

Financial services company - IT department

Financial services company - IT department

Through growth & expansion and push to develop more capabilities did not optimize its IT structure

Through growth & expansion and push to develop more capabilities did not optimize its IT structure

;

Urgent need to lower costs (such as maintenance) and improve service times and collaboration with business

;

Urgent need to lower costs (such as maintenance) and improve service times and collaboration with business

THe past

Prior approach & challenges:

Prioritized growth with limited understanding of the complexities, labor and costs that had developed

No business & IT coordinated plan or enterprise level governance structure

Did not carefully distinguish which parts of the organization needed to move faster and where it was prudent to be methodical and prioritize stability & reliability

Culture encouraged bespoke IT usage which led to ad-hoc expansion of customized systems, applications, and processes

Prioritized growth with limited understanding of the complexities, labor and costs that had developed

No business & IT coordinated plan or enterprise level governance structure

Did not carefully distinguish which parts of the organization needed to move faster and where it was prudent to be methodical and prioritize stability & reliability

Culture encouraged bespoke IT usage which led to ad-hoc expansion of customized systems, applications, and processes

solutions

Coppertree Partners approach:

led cross-functional Workshops on prioritization

Discussed business and functional needs and agreed on priority areas that would have faster processes, digital technologies and governance (i.e. often those in highly competitive / customer facing areas requiring strong agility) given resource constraints and existing employee training/knowledge; ensured that back-end systems of record were included to facilitate front-end requirements

implemented “No Regret” Moves

Rationalized software licenses (idle/underused/incorrect) and number of projects (getting rid of those with low business value) and identified applications for decommissioning that had insufficient use or unclear business value

highlighted opportunities to reduce complexity

“Standard & uncustomized” as a default unless required by regulation or strong business rationale, reuse existing solutions unless they are not viable, consolidate databases and systems across the business that do similar activities, standardize technologies and interfaces (e.g., operating systems, integration tools)

Impact:

  • Significant reduction in complexity (fewer applications & interfaces) and better business/IT alignment yielding lower costs and higher responsiveness

Additional insights and takeaways

Need to start with customer needs and digital expectations which are high and evolving with demands for quicker and better services, seamless experiences regardless of channel and a secure environment with their data protected. Therefore an organization’s IT structure must be nimble and adopt a strategic approach reflective of its industry and starting point. For companies with many legacy systems it may make sense as an interim step to free up the customer facing parts to go faster. Ideally the entire organization will operate in a similar way and embrace the latest Agile and DevOps methods for development and use cloud services like IaaS and PaaS that will ensure more cultural cohesion and lessen complexity. APIs and microservices can also help teams work independently.

Get In Touch

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NEW YORK, NY

917-727-6345

neil@coppertreepartners.com