The client needed a robust, mature approach to digital transformation. To add to the complexity, they also needed a partner with deep change management experience to help them overcome the change burnout and executive alignment challenges they now faced, as well as a foolproof strategy for managing training and technology adoption.
understand how to consolidate the volumes of data passing through each system and display it in a meaningful way to evaluate projects, identify trends, proactively pinpoint issues, and make effective resource decisions. possesses the functional expertise in not only those applications but how to tie them all together through flexible, API-driven integrations and. had the strategic prowess to architect a design around the SaaS applications and the business capabilities they can enable. They were left with disparate technology pieces that resulted in disjointed processes, and poor understanding from users of how to get what they needed from each system.Īll of which led to significant manual rework to clean up data and information, making it very hard to enable timely and accurate decisions. For that, you need an experienced team that understands the fundamentals of your processes and your operating model, no question.īut more importantly, you need a team that understands the IT management framework, the role each application should play, and how they would need to be integrated to create a backbone for supporting planning and execution processes.Ībsent a more comprehensive data and integration strategy, the client had data inconsistencies and inaccuracies throughout their stack. In this case, the consistency, accuracy, and availability of data from those systems was the linchpin that would tie these tools together to make a solution. 
Underpinning this issue was the core problem of all technology-driven transformations, which is that technology alone won’t provide a “solution”. They had pulled in some of the best SaaS tools available but they remained just that-tools- and the solution they were promised hadn’t materialized. The client had recently embarked on a transformative effort, bringing in finance and planning tools, PPM systems, BI applications, and more. And as a result of other, lengthy initiatives leading to change burnout, efforts were met with resistance and poor adoption from staff.
As the IT organization of a global media conglomerate undertook a digital transformation, they realized the new tools and technology were being overlaid on top of fractured processes, an already fragmented technology ecosystem, and inconsistent development methodologies.
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