IT Governance, Strategy and Roadmap for a Consumer Goods Company
A Consumer Goods manufacturer required a detailed review of its IT Governance, Strategy and Roadmap, to identify the areas of weakness and where the business needed further assistance from the IT team. Key areas included: Legacy ERPs, Supply Chain Planning, Promotional Spend Management, New Product Introduction and Operational Technology (data to drive manufacturing efficiency).
The resulting IT Strategy, approved by the senior leadership, focused on key pillars of removing legacy technology, improving operational efficiency, and identifying new opportunities for technology to help the business. This led to critical projects such as the implementation of Integrated Business Planning (Demand & Supply, S&OP) in order to increase efficiency and reduce waste.
Collaborative working with the business teams and IT over an extended period resulted in a considerable body of work to both build out the Digital Strategy, and identify and execute upon critical projects to move the business forward. These projects generated considerable bottom line value for the business.
Industry 4.0:
Operational Excellence….
built on….
Operational Intelligence.
A Food processing company, with multiple plants across North America, required help with a digital approach to drive manufacturing improvements and efficiency.
The core of this is often referred to as Operational Intelligence, however, it also impacts multiple other areas. Obstacles included lack of funding at the plant level and lack of operational resources.
Working closely with Operations and Process Engineering we put in place a coordinated approach to utilise real-time information across all assets, feeding dashboards, alerts, and driving fact-based decision making at all levels (operators, management, engineers).
This resulted in improved Operational Excellence: better Overall Equipment Effectiveness (OEE), higher quality levels, increased throughput, and reduced wastage.
Digital Strategy for an Insurance Company
Business leaders concerned that the IT team not able / agile enough to deliver the necessary results, fast enough to move the company forward.
Comprehensive review of the existing IT organization, infrastructure, and applications of a 300 person Insurance and Financial Services Company, followed by definition of a future state vision and building out a prioritised roadmap for the future.
This resulted in a restructuring of the IT organization, implementation of improved IT processes around governance and support, a clear vision for the future, and a set of roadmaps on how to get there. It also resulted in high priority projects that were required to immediately rectify major infrastructure shortcomings.
Results demonstrated improved customer service and service desk performance, clearer development team responsibilities and less wasted resource due to overload of projects. Business leaders also feel more ownership of the IT project portfolio.
Restructuring the IT Organisation for a Government Crown Corporation
Request from a Government Crown Corporation to define how their 30 person IT Group needs to evolve to better serve the corporation.
A digital strategy is dependent on the needs of the organization and can take many different forms. In this case it was mostly inward facing, with the objective of improving the IT Organization and its capabilities, and resulted in a plan for restructuring the organization and revised ITSM based processes to improve performance.
DUNELM Associates 