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Merger of 2 large brokerage firms with 59 integration projects with limited resources |
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Financial Services |
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Where is the business value? What should we be doing? Can we improve process? Can we allocate resources appropriately? |
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Identified the top 10 projects, simplified processes and increased productivity by 23%, created resource allocation model to drive collaboration and accountability. |
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Issues with assigning, delivering, tracking, reclaiming, reprocessing, and accounting for the employee vehicle program. |
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Automotive Manufacturing |
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Can we accurately identify the appropriate capabilities across the organization? Can we identify the business value and performance criteria? Can we identify the necessary projects? Can we enhance activities? |
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22 active and proposed projects mapped to the capabilities. 18 of the 22 projects were pointing to low value, high performing capabilities. New projects proposed and significant costs were not incurred. |
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Significant disconnect regarding field readiness. Increase in customer complaints by 13% and loss of several enterprise sales. |
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Software |
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Can we define the current state of capabilities? Can we measure business value, performance and scalability? Can we identify gaps in delivery model? |
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Defined new organization that significantly reduced customer complaints by 9% in first quarter, and increased customer sat scores by 18%. Build new collaborative "rules of engagement" sales model. |
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Technology is the primary solution to all organizational efficiency issues |
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Accounting & Consulting |
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Is the current IT Project model successful? What can be scalable? What organizational structure will support business? Can we increase efficiency? Can we build organizational structure to support growing business? |
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Reduced and consolidated 134 IT projects down to 63. Created a PMO that reduced Op Ex by 30% by removing the role of business consultants. |
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Mortgage Company spent millions on an imaging system to improve throughput and prevent lost applications |
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Financial Services |
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What are the key drivers of throughput? What are the brokers main complaints? What capabilities are differentiating for the brokers? Which capabilities comprise the risk profile? |
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Reduced loan approval process to less than 3 days. Eliminated data recollection. Focused energies on the critical data for approval collection upfront, reduced broker contact points to one person and automated the visibility into the process. |
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Poor product execution and delivery |
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Software |
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What is the business value? What areas are immature? What is scalable? What is performing poorly? How interconnected is the capability? |
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Identified transition from Product Management to Development to QA was inconsistent. Defined new throughput process model that increased efficency of product execution by 23%. Development was not listening to customers, created new Customer Council. |
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IT was incapable of developing enterprise repeatable solutions for global expansion. |
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Accounting & Consulting |
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What has high global business value? What is legacy issues? What is performing? How interconnected is the capability? What is the maturity level? |
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Defined new functions for global expansion which included both Enterprise Architecture and Project Management. Increased diagnostic ability by 16% by eliminating unwanted steps in the delivery chain. |
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Capacity at current site was reached. What would it take to bring another facility online and could we significantly reduce the effort to go live. |
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Manufacturing |
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What are the mission critical capabilities? Which capabilities have the greatest business value to our customers? Which of the capabilities are not scalable? |
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Reduced planning time by 9 months. Identified areas of the organization where the systems would break with additional volume. Identified and addressed crucial customers service issues. |
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Acquisition candidate and needed to know what would decrease the price to potential suitors |
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Manufacturing |
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What areas of the business are not performing? Where is the immaturity in both process and technology? What is not currently scalable? |
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Identify 5 areas of highest business value. Documented policies and procedures in these areas. Rewrote pricing model and price book. Increased value by approximately 7%. |
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