Services Integration & Operational Excellence
Helping organisations define, integrate, operate and improve IT business services
The modern digital enterprise is presenting CIOs with a number of key challenges, with digitalisation placing new or expanded demands on IT services. IT is expected to support this business-led IT whilst simultaneously maintaining best practice controls to ensure the consistency and quality of service.
Increasingly we are seeing IT becoming a core source of value, rather than a back-office cost centre, which increases the visibility of performance and results in IT being required to deliver tangible business value in terms of service, risk and cost.
Priorities for IT leaders include freeing up ‘locked-in’ run and refresh costs from traditional IT estates and assets so they can invest in new value-adding technology. They also need to be able to quickly and securely adopt new technologies to give the business a competitive edge.
We are also seeing the development of IT Operating models allowing 2- or 3-speed IT management and the disaggregation of traditional in- or outsourced IT functions into more specialist, cloud or ~aaS integrated suppliers.
The Service Integration and Operational Excellence challenge is how, against this backdrop, IT can:
Coeus have a wide range of capabilities across service management and service integration disciplines. We understand that each organisation is different, and the IT increasingly so as digital transforms operations. Our offerings range from initial maturity assessments to help organisations understand underpinning operational performance through to wide-reaching design and implementation of lean and pragmatic integration capability.
All of our consultants have operational experience in designing, building, deploying and operating SIAM environments and understand affecting change in large complex environments.
This experience means they provide a broad set of knowledge and skills from across industries to help organisations understand the implications of different design options and ensure all variations of client requirements can be addressed.
Establish effective SIAM capabilities that give organisations control of service and supplier performance. Develop the SIAM operating model and organisational design to meet business strategy, supply change and the broader IT operating model. Transition and implementation of the new design, including internal and external capability.
Assess IT process maturity and identify opportunities to improve performance and efficiency. Conduct process reengineering workshops, process standardisation and manage the programme of change required to implement effective SIAM.
Develop SI tooling strategy to support SIAM objectives and organisation design. Develop the case for change. Articulate functional and non functional tooling requirements. Business implementation partner for SI Tooling, helping organisations identify, select, implement and manage effective tooling.
Governance And Control
Develop and support the implementation of pragmatic governance models to ensure process, service and supplier performance is understood, managed and improved over time. Ensure controls are embedded and aligned across the internal and external supply chain. Specify SIAM governance requirements into RFPs and Contracts.
Performance Management And Reporting
Develop end to end service performance management, enabling alignment of performance objectives across the supply chain. Review existing internal and external SLAs, OLAs and KPIs and benchmark against industry standards. Develop performance reporting.
Development of service strategy to help articulate the value of IT to the business. Service portfolio and service catalogue design, standardisation and maturity assessments based on best practice. Review of catalogue usability, customer experience and supporting processes, such as service request and portfolio management.
Development of IT cost models and IT financial MI to provide insight on cost and cost drivers of IT. Design of pricing strategy and recharge models for recovery of IT costs and support of budget process. Embedding financial and benefits management processes into the operating model.
Client Challenge There was a perception at senior levels within the business that the IT team was.
Client Challenge With competition and customer retention an ever-increasing challenge for global.
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Client Challenge The client, a global consumer products company, was faced with the need to.
Client Challenge The client, a large Fortune 100 company, wanted to bring clarity to.