When change tops the agenda, but the transformation organisation can’t seem to deliver, it’s time for a rethink.
The reasons for this inertia were varied and complex within this banking customer’s Global Infrastructure Services division. Portfolios were siloed, roles duplicated, processes not up to scratch and management information was lacking. All of which meant excessive costs, high staff attrition and a failure to meet key milestones.
With a portfolio of programmes worth in excess of $100 million p.a., change had to happen fast. We started by stabilising the transformation organisation – fulfilling key roles in key programmes using experienced, senior consultants.
With the slide halted, Illuminet redesigned the Target Operating Model. Programmes quickly turned from red to green, as new and improved reporting, project controls, risk management, and organisational design improvements took hold. The result: a fit-for-purpose division ready to drive global change – now and in the future.
We have a long history of working
with the finance sector
ABK – Interim Management, risk and service management.
We completed a 3 month Interim Management role in ABK (Ahli Bank Kuwait) in Kuwait City where we took over management of the IT service and operations teams for the bank. The Team conducted a complete end to end risk review and reduced the risk profile significantly. Also, we successfully improved branch and ATM availability, reduced incident volumes, introduced change, release and problem management and sorted out DR! A good example of Rapid Improvement!
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