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CASE studies

when the issue of digitisation becomes critical

The mission
The organisation believes that it has fallen behind in its digital and IS development. This issue has been identified as a major risk to the organisation’s performance. In addition, it is associated with a significant hidden cost and opportunity cost. Some projects have been initiated, but they are all conducted in silos and are not correlated to a coherent strategy.

The approach
While the priority projects are being carried out, a dialogue and strategic alignment is established between the IS/IT function and the other functions of the organisation. An IS strategy is defined to respond as closely as possible to the challenges of the organisation with the objective of strong value creation.

Then a radical transformation is led on many fronts: governance, organisational development, talent acquisition, culture, strategic partnerships, application solutions, IT infrastructure.

The value provided
  • Develop the IS and digital strategy in strong partnership with business lines
  • Develop a realistic roadmap with tactical and strategic elements taking into account the context
  • Review the organisational setup and resources required to implement and sustain an ambitious transformation
  • Successfully carry out transformation projects while ensuring immediate operational needs are met
  • Create value through digital initiatives
The type of mission
BUSINESS STRATEGY / BUSINESS TRANSFORMATION
IS AND DIGITAL STRATEGY
TRANSFORMATION PLANNING AND EXECUTION
ORGANISATIONAL DEVELOPMENT

Implement a Cloud Transformation

The mission
The transformation towards the Cloud has become a priority to ensure business continuity, controlled costs, scalability of services and to allow innovation. Yet it raises questions regarding the risks to be taken into account for the organisation, particularly with regard to compliance and data confidentiality.

The approach
A Cloud transformation programme is not purely technological in nature. It is a model of its kind in terms of a transversal initiative. All stakeholders should be around the table to understand the different “as-a-service” models and the opportunities linked to them, but also to assess the risks, design measures to mitigate them, establish principles, and evaluate the implementation and operational costs. Aligning the entire organisation around a common vision helps to find the optimal model and to ensure that all stakeholders are fully supporting the transformation.

The value provided
  • Help the different functions of the organisation to understand the stakes behind a technological choice
  • Ensure that the adoption of the Cloud is based on value rather than on a fad or fashion
  • Ensure that risks are considered and controlled
  • Align stakeholders around a common vision
  • Define the multidisciplinary agenda and implement the transformation
The type of mission
IS AND DIGITAL STRATEGY
TRANSFORMATION PLANNING AND EXECUTION
TRANSVERSAL INITIATIVES
ASSISTANCE FOR GENERAL CONTRACTING

Relaunch a complex project that is facing difficulties

The mission
A very strategic and highly transversal project is facing difficulties. While very substantial investments have already been made, there are growing doubts as to the real capacity to see it succeed, but without anyone being able to concretely put a finger on the causes of the problem.

The approach adopted
The first step is to give a diagnosis regarding the health of the project based on a multi-faceted analysis: value analysis, organisational system and project methodology, actual progress, required skills, technological choices.
As a second step, different scenarios are assessed, including abandoning the project, a complete relaunch or a reorientation of the project.

The value provided
  • Facilitate a dialogue between the functions of the organisation
  • Re-confirm the value of the project and make the technological choices in accordance with the objective
  • Identify complete components that were forgotten or neglected within the project
  • Take into account existing organisational dependencies as well as processes and practices to be put in place.
  • Relaunch the project with a new multidisciplinary team and a new service provider
The type of mission
CRISIS MANAGEMENT
TRANSVERSAL INITIATIVES
EVALUATION AND DIAGNOSIS
PROJECT MANAGEMENT

Manage the interim for a management position

The mission
A strategic management position in charge of technological transformation is vacant.

The approach adopted
A replacement is provided without delay in the form of an interim manager. Taking up a position immediately implies being able to bring sufficient experience to very quickly understand the issues, the structure and culture of the organisation, to understand key stakeholders and to gain their trust. These skills are necessary conditions for effective leadership.

The value provided
  • Avoid a vacancy in the organisation on a strategic position
  • Save yourself a long recruitment process in the short term
  • Bring the external viewpoint of a senior profile to design or accelerate initiatives
The type of mission
INTERIM MANAGEMENT
CRISIS MANAGEMENT
EVALUATION AND DIAGNOSIS
SPARRING AND COACHING

The cases studies presented here are illustrative and describe some types of missions, as we propose to carry them out.

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