Business Scenario:

An leading financial services company outsourced its IT Services to several best of breed service providers, and then initiated a business and IT transformation program. As the program began, senior management team became alarmed due to the fact that:

1. There was no explicit relationship between planned new capabilities and business pain points
2. There was no clearly defined target architecture
3. Roles and responsibilities of vendor and internal staff were not clearly defined and understood
4. Information provided by the vendors did not enable effective decisions
5. Program governance was designed to meet contractual obligations rather than to provide comprehensive solutions that will address the business pain points

QRS Response:

QRS was invited to join the internal team to help drive value from the planned investment. QRS response was threefold:

1. We used our IT Value Chain toolkit to define an effective End to End Governance model, performed process and skills gaps against that model, then developed the plan to close the gaps
2. We worked with client senior management to define their Master IT plan to ensure explicit linkage between business pain points and any new IT Capabilities
3. We worked with our client’s architects to define architecture documentation for every required capability, communicate those architectures to vendors, and monitor the overall governance program to ensure compliance to the architecture

Results:

1. Successful Business Transformation
2. Matured internal IT Value Chain process to ensure the new capabilities will be effectively exploited

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