Every year, companies invest hundreds of billions of dollars in large IT projects to enable strategic initiatives or to upgrade aging systems, but fail to reap their promised benefits. Those costly failures remain one of the toughest challenges facing CIOs and the businesses they serve.
For most large and complex IT initiatives, roughly 80% of the effort is focused on technical issues such as requirements definition, vendor selection, system customization, technology procurement and system rollout, while only 20% on the related business activities of process redesign, organization design, incentive realignment and training. Yet those business activities are critical to realizing the value.
Our role is to help clients diagnose potential effectiveness issues, ensure successful implementation of an IT transformation program, or, in some cases, prescribe an action plan to get a faltering project back on track.
Our work with leaders across industries and regions has allowed us to identify four key elements that create the right set up for IT program success. The key that unlocks success across a transformative IT project; the work of a rigorous, disciplined and smooth-running program management organization.
Recent examples of our work:
- Assessed and turned around $2B mega-program with large South American bank, among the top 20 worldwide
- Reviewed scope and pace of $2B SAP roll-out for an oil and gas company
- Assessed and turned around a European health insurance industry’s largest SAP deployment
- Assessed multibillion-dollar IT program for a large North American public administration and its system integrator
- Re-initiated core processing systems replacement project, after a previous $100M write-off, for one of the largest insurance brokers