Page Title
Engagement Description

Delivers a Corporate or IT Strategic Plan, Divisional Strategic Plan, or Business Plan

Sourcing Strategy
Outsourcing or in-sourcing
Strategy to manage Corporate or Divisional outsourcing vendors

Typical Deliverables:

Establish goals.  Establish Strategic Planning business goals

"Current State" Environment Assessment -- to establish the base "starting point"
to build upon

  • Such as: current vision/mission, organization and its
    strengths/weaknesses, current customers, markets and market segments,
    current products strengths/weaknesses, external/internal threats, culture
    strengths/weaknesses, capabilities/skills and gaps

  • If an IT Strategy, in addition:  Application Portfolio -- assess "shape" of
    current applications to later decide which ones are candidates to keep;
    assess business and IT alignment; IT Governance strenght/weakness;
    assess strengths/weaknesses of all major IT departments, and their top
    services, such as IT Infrastructure/Networks; cost profile by department
    (high level)

  • Cost profile and how performance compares to competitors (i.e. high level
    benchmark)

  • Competitive Analysis of products by key competitor, and by target markets
    and market segments; Opportunity and threat analysis

Future State -- New Vision/Mission,  new Product Plan and Strategy, define new
competitors and markets, Financial Plan including cost/benefit, external risk
assessment and internal dependencies, Strategic Initiatives, Critical Success
Factors, plan to "keep the plan alive", First Year Implementation plan.

  • If an IT Strategy, in addition: IT Application Plan, Skills Gap Analysis and
    plan to fill, Sourcing Plan, IT Enterprise Architecture led by guiding
    Principles, Key IT department strategic plans,  IT Governance Plan,
    Disaster Recovery and security plan, etc

Future State Organization and skills gap analysis and plan to fill;
  • Sourcing Plan and plan to manage vendors

Transition Plan to the "future state"

Representative Delivery Summaries with Benefits Achieved

$1B Business Intelligence Software firm (Canada)

Outsourcing Strategy and advice: Executive advisor and "in-house" expert on
approximately $50MM of potential Outsourcing deals -- advising the CIO and EVP
Purchasing on outsourcing strategy, whether to outsource (including advising
against outsourcing some functions), and introduced the concept of "outsourcing
readiness criteria".  Where decisions were made to outsource performed as the
Executive Sponsor.

Recommended how to manage all Corporate & IT outsourced vendors:  
organization, job descriptions, roles & responsibilities, transition, governance.

IT Help Desk Outsourcing (was already underway):   Recommended pulling back
the RFP and rebidding to a broader set of financially stable and proven vendors.  
Provided key RFP rewrite sample clauses and included critical terms and
conditions as well as a clearer scope, better defined roles & responsibilities
between the vendor and the client, inclusion of more stringent service level
agreements, etc.  In addition, made a recommendation to significantly reduce the
initial scope and pursue a phased implementation, based on stringent milestones
being attained by the vendor once awarded, to reduce significant financial and
business risk.

$1.5 billion Outsourcing and Professional Services Division of a $66 billion company  -

Led the Division's strategic plan

  • Gap Analysis.  Deliverables included an organizational capability and staffing skills “gap” analysis that would be required to be filled to move from
    the “current state” to the “future state”. Included were three options to fill
    these gaps with pros/cons/risks/cost/benefit and recommendations.

Business Plan. Developed and presented to executives a business plan to expand
a niche SAP outsourcing business to a “full services” global outsourcer.

Led a cross-functional team in the development and delivery of a new web-related
services business that delivered revenue growth from zero to $40 million in the first
partial year of delivery.

  • Developed the business P&L and product plan, performed market and
    competitive analysis, defined technical requirements, performed technical
    capability assessments of internal and vendor staffs, determined and
    approved “deal” pricing, developed & delivered executive, sales, and
    customer presentations.

For a $2B Semiconductor Manufacturer

Corporate & IT Strategy.  After first interviewing all executives to document and get
approval for the Corporate Strategy -- led and delivered an Information Technology
(IT) strategy that included these deliverables:

"Current State" Environment Assessment -- to establish the base "starting point"
to build upon

  • Such as: current vision/mission, organization, IT & business alignment,
    external/internal threats and strength/weaknesses, capabilities/skills and
    gaps

  • Application Portfolio -- assess "shape" of current applications to later
    decide which ones are candidates to keep

  • Infrastructure Portfolio -- assess strengths/weaknesses

Future State -- Vision/Mission, IT Strategic Initiatives, IT Application Plan, IT
Enterprise Architecture led by guiding Principles, IT Infrastructure Plan, etc

Future State IT Organization and skills gap analysis

IT Governance Plan and financial analysis of the cost/benefit of the "future state"

Transition Plan to the "future state"

$6B Oil Company (Canada) -- Led quarterly executive meetings (i.e. 43 executives) to
formulate and keep current the corporate strategy.

$6B PC Manufacturer -- Created a three-year Data Center and Global Networking
strategic plan, developing a state-of-the-art infrastructure to replace seven computing
architectures, 17 data centers and 18 networks.
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ENGAGEMENT DESCRIPTION
Engagement Description & Delivery Summary
STRATEGY
Improving IT & Product Delivery Success