representative engagements

Need for Dramatically Improved Business and Technology Alignment

“I have known Mark for many years and known him to always be insightful, strategic, technically strong and of high integrity. We recently engaged him to work with us on a Long-Range Planning process and he exceeded our expectations. He was very thorough on the preparation discussions, brought us a disciplined innovation process, and was able to moderate our sessions with both personal experience and strength to navigate through the sometimes “murky” world of future strategy.”

B.M., CEO, Tech Services

PROBLEM:

A U.S. airline was looking to improve the alignment and effectiveness of its technology. I worked with a strong IT organization to supplement their business analytical and strategic alignment consulting capabilities. Tis was an interesting engagement for me which allowed me to leverage my business, technology, and marketing expertise.

CHALLENGE:

There was no internal resource that had the ability to bridge business needs with technology capabilities. Also, the airline needed an improved definition of technology investments that would improve passenger engagement and satisfaction. That was the marketing aspect of the assignment.

APPROACH:

We assessed over 100 applications, processes, and the IT organization to determine areas of improvement. In addition, we created a unique business process model for the airline. Finally, we identified application “hotspots,” developed two versions of a “to be” reference architecture and constructed three-year project roadmaps. We also developed an investment model which utilized the “Run, Grow, Transform” approach to restructure IT investments into higher value creation projects.

RESULTS:

We created a unique business process model for the airline. We identified application “hotspots,” developed two versions of a “to be” reference architecture and constructed three-year project roadmaps. We also developed an investment model which utilized the “Run, Grow, Transform” approach to restructure IT investments into higher value creation projects. These were all accepted by management and the board.