implementation of new IT systems
support for the i.t. system of A leading uk asset management company was coming to an end. A new system had been chosen, and it needed to be implemented. was this an opportunity for modernisation or a simple imperative to secure the business operation, Just how much change should they embrace?
The Business needed to be modernised by undergoing fundamental change, but this was to be against a ticking clock as the end date for support for the current system was a non-negotiable deadline.
The Challenge
The case for a replacement system had been made, and a supplier selected. The old system was on a critical timeline to becoming out of support. The ‘out of the box’ new system required significant configuration simply to accommodate the current products and processes. Therein lay the challenge. By simply reproducing what they had, no business benefits would be accrued and an opportunity to modernise would be lost. What was needed was an overhaul of the business, the simplification of the product suite and a new operating model for the way business was conducted.
Our Solution
In a complex and challenging environment, against critical deadlines, we set about the twin tasks of rationalising and simplifying the legacy business which we proved to be non-profit making, and designing an to end operating model to support the business of the future. More specifically:
We built a new ‘flow model’ to automate and simplify customer interactions
We built a revised simplified product and service catalogue
We demonstrated where the business was making and losing money
We agreed a set of treatment strategies for disparate parts of the business
We designed a set of integrated channels which would deliver much of the business case for change
We introduced an agile development approach to simplify and speed up the systems configuration
We built the business case to support the extent of the change envisaged
We reset the programme of change to deliver the right outcomes in the timescale required
The Outcomes
The simplification of the business and a clear operating model resulted in the reset of the programme with a clear and simplified scope, ways of working, a design for configuration, a set of metrics to operate within and a plan to deliver.
