- Services not aligned to business needs?
- IT functions seen as external to the business process they support?
- Conflict between your IT service managers and business partners?
- IT & Business operating models disconnected?
- Benefits path unclear?
- Total cost of ownership masked?
- IT language unclear to business stakeholders?
- IT unresponsive or unable to deliver against business need?
Service aspects of technology change are often an afterthought and rarely considered integral to the business function. At Imperators, we understand that for success, services must be embedded within the business and recognised as a fundamental benefit driver. We have extensive experience in aligning IT change and demonstrating clear business benefit paths. We are also very good at translating your technology changes into a language that your business will understand. Our capabilities in ITIL maturity reviews, TCO analysis, project pipeline restructuring, procurement and channel management restructuring, IT contract and service performance reviews, operating model definition and restructuring, target operating model definition and business alignment.
Working with us, your business will understand the context of both capability and benefit, enhancing adoption and making the change stick.
Case Study 1 – Re-procurement At Its Best
Having supported our client in re-aligning their IT outsource (ITO), resulting in more stable services, integrated within their business functions, the client recognised they needed to take further steps toward their IT service offering. Targeted cost reduction benefits were key and to realise these alongside key performance indicators, some significant changes were necessary.
We adopted a structured approach to understand the business structures, the integration points within the associated IT, and business process functions. We then overlaid this with an analysis incorporating headcount, function, output, and service cost. This helped us determine where cost and business benefits aligned, and where they did not.
Next, we reviewed the service cost and reporting framework in order to understand how the ITO performed against the contracted obligations. This provided the client with the ability to leverage breaches against the contracted service and to plan a cost neutral exit from the ITO. Meanwhile, we implemented an enhanced operating model, aligning with common ITOs but, critically, directly integrated with the client’s business functions.
Maintaining IT services during the change window and re-procurement, and introduction of the new ITO at a functional level, resulted in minimal business impact. Additionally, this enhanced business buy-in across all IT services, introduced transparent business-aligned cost management, and a service directly linked to business need.
Case Study 2 – Understanding Service Maturity
One of our partners won a significant application re-structuring project from a large UK services organisation majoring in mergers and acquisitions.
Apart from being disparate and fragmented, the end client’s service management and support capability spanned multiple businesses and functional units. The result was poorly integrated service management operation and reporting. Beyond resolving these issues, the client also wanted to advance their service in terms of Information Technology Infrastructure Library (ITIL) maturity. However, before commencing that journey, the client needed a clear understanding of existing ITIL maturity across their service and application support landscape.
To deliver this clarity, we adopted industry best practice and undertook an ITIL maturity assessment across all in-scope units. Through a series of interviews, data capture and service performance analysis, we produced the required data set. We then consolidated this data and analysed it against the levels of ITIL maturity outlined by UK Governmental bodies. The clear gap analysis this yielded allowed us to develop an action plan identifying exactly where investment and change would deliver the most business benefit. Finally, we consolidated our findings and mobilised a remediation plan for delivery through the client’s project management office.