Client cases
Case stories - Digital & Technology


Improving software development in large Scandinavian IT company

The client's problem

The company had through several years acquired software development companies in several countries and was now experiencing significant organisational complexity and low group transparency of their IP product portfolio. Further adding to the complexity, their IP software product portfolio was built on many different platforms, both older and newer, all using a multitude of software development tools. As a result of this, the company sought to consolidate and optimise their software development operations across the group including how to optimise the use of resources when maintaining or developing IP software products.

Our approach

Oleto formed a team consisting of very experienced consultants and representatives from all the software development units and began an intense four month highly agile and iterative process. The project was structured in four separate yet highly interdependent work streams. The first work stream created transparency in the existing software development units' business and how investment decisions were made, e.g., financial figures, IP software portfolios, technology platforms used, target customers. The second work stream focused on determining the current software development methodologies and tools used as well as the future requirements for each software development unit. The third work stream focused on assessing how the time was spent in each software development unit as well as defining the future governance setup for managing all software development units in the group. The fourth work stream evaluated the existing performance measurement setup, defined the future requirements and aligned it with the chosen governance approach.

Value delivered

A significantly simplified software development operation, going from +20 different methodologies used to a few and a streamlined group approach to managing the entire software IP portfolio, incl. the investment prioritisation process.



Global IT and CRM strategy for a global medtech company

The client’s problem


A global medical device company needed to define its future IT strategy to improve the enablement of the business, reduce IT costs and transform IT into a more professional, transparent and agile function. As part of the IT strategy, the client also wanted a detailed Customer Relation Management (CRM) strategy to enable the sales force to become the best in the medical device industry.


Our approach

 

Oleto Associates was asked to assist the company in realigning its IT strategy. The first phase of the IT and CRM strategy focused on improving transparency by gathering and analysing the fact base on the current situation including a detailed spend distribution picture, e.g., breakdown on business units, applications, infrastructure, service towers, and FTE’s. The second phase was aimed at prioritising business requirements to IT, identifying cost saving levers, outlining scenarios and setting the future target picture for IT. In the third and final phase an implementation plan and a detailed roadmap were outlined, dictating where IT investments should happen over the following 3-5 years. For this project Oleto Associates also assisted the client during the implementation phase including CRM roll-out and training of all subsidiaries across the global locations. 


The value delivered


A ready to implement group-wide IT and CRM strategy delivering annual cost savings of 25% whilst improving sales force effectiveness via an improved global CRM set-up.



Communications technology strategy for a global maritime company


The client’s problem

 

A maritime company with a global presence across more than 50 locations faced a highly fragmented and old legacy communications technology setup as a result of several acquisitions over the past years. As the communications technology platform served as a key business enabler for ”economies of skills” the company needed to ensure that the communications technology platform could meet future business requirements while staying cost efficient. The client’s key issue was to identify where and how to invest in a new setup to sustain cost efficient.


Our approach


Oleto Associates was hired to deliver a clear recommendation on the most adequate communications technology platform. The first part comprised getting a better understanding of the existing communications technology setup in terms of topology, architecture, requirements, locations, quality, and cost structure. Interviews and surveys brought about, which future business requirements should dictate the future communications technology platform and which locations were to be aligned with this. In the second part different scenarios of new investments across all locations were developed, assessed, selected, and recommended to the client. Based on the recommendation the third part included a technology implementation plan containing a detailed RFP and procurement process.


Value delivered


The project outcome helped the company align quality, costs, and service level across all locations and meet future business requirements with a payback time on investment of less than two years.



Group-wide IT strategy for a large European bank


The client’s problem

A major universal bank with a multibillion IT spend needed a clear future direction for IT, linking the IT strategy to business priorities and improving business IT collaboration. The IT strategy had to meet a complex mix of high investment demands from various business units including requirements related to regulation, risk and efficiency.

Our approach


Oleto Associates worked closely with a client strategy team to define the future IT strategy around four business objectives: customer driven growth, product driven growth, efficiency, and improved risk management & reporting capabilities. During the initial part of the project a detailed picture of the current situation was established, including business requirements, investment portfolio, IT system landscape, cost breakdown, sourcing mix and assessment of the IT delivery model. In the second part a "gap analysis" was performed, defining which changes within IT would create the most value for the business whilst also improving efficiency. Further to this the target picture for the IT delivery model was defined in order to improve IT governance and optimise sourcing of both technology and workforce. During the project, analysis also showed that the majority of the bank’s IT investments were directed towards one business unit, and the strategy therefore needed to consider how to balance the IT investment portfolio. The third part of the project provided a detailed implementation plan and a roadmap for future development of the IT area.


Value delivered


Realigned business IT investment portfolio, enabled efficiency based IT cost savings and optimised business IT collaboration.



Digital transformation for cooperative of retail banks


The clients’ problem

A cooperative of Scandinavian retail banks faced a radically changing end user digitalisation behaviour, increased operational efficiency requirements and competitors launching major digitalisation programmes. Additionally the individual banks needed the ability to pursue their own strategy paths while embracing the digitalisation journey. This forced the cooperative into rethinking how to digitalise the banking businesses over the next years. 

Our approach 

The cooperative and Oleto formed a joint team to engage into an intense five month dynamic and iterative process to design and initiate the future innovative transformation digitalisation programme. The project was structured in five separate, but highly interdependent tracks. The first track determined current digitalisation level of the individual bank members’ processes including benchmarking with key competitors. It then defined a vision for how the banks wanted to use digitalisation to strengthen their competitive position, including expected end user product/service requirements and the banks’ requirements to their future customer and operations processes. The second track developed the complex business cases incl. identifying potential benefits, investment cost and O&M cost for each bank and the digital solutions in the transformation programme. The third track determined the scope, technical principles and overall requirements of the solutions such as infrastructure and application needs. The fourth track designed the programme structure and process, including alignment of the investment portfolio and prioritised implementation plan. The fifth track designed the optimal governance and cooperation model including the sub supplier selection criteria and evaluation process.

Value delivered

Retail banks aligned around an innovative and competitive digital vision, a comprehensive digitalisation transformation programme including a prioritised implementation road map for all determined digital solutions, as well as significant competency development of client employees participating in the project.


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