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Case Study

Digital Strategy to
Roadmap

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Outcomes

  • Development of a successful business case to the Private Equity firm to drive a $30 million two-year global transformation
  • A clear and simplified understanding of the entire business and IT landscape, enabling business leaders to make the decision that led to the successful winning of the investment case.
  • This understanding led to an aligned and motivated organisation that had a clear understanding of the future business & operating model and felt confident that the leadership were making decisions based on facts and a shared vision.

Problem Overview

A global satellite communications company was undertaking a comprehensive review of its strategy and operating model, with the ambition of transforming from being a provider of connectivity-based products to a Managed Services provider of value-adding services. The Group comprises five different operating companies, each with unique customer-facing and network operations centres globally, and very little historical integration between the different business units, resulting in a highly fragmented, poorly understood and largely bespoke legacy IT estate.

Konvergent were engaged over an initial 14-week period (subsequently extended) to work with the newly appointed CIO to refresh the IT strategy, help make sense of the legacy IT estate, and create a shared view of the target architecture (focusing on 5 key strategic pain points which were seen as critical to de-risking and modernising the company’s IT, including CRM, ITSM, ERP and MDM) addressing the needs of all 5 business units.

Approach

Konvergent were able to immediately bring 2 key assets to the table: a sophisticated, but easy to follow framework for strategy to execution, and our unique, award-winning visual communications.  This enabled us to set out a clear path through a complex challenge and create a shared focal point for the initiative, providing compelling, program-wide communications and creating stakeholder buy-in from the outset. 

OurServices

A Shared Vision

We often see strategy ‘fragmentation’ when complex change initiatives lack clear strategic alignment, resulting in duplication of effort and investment in the wrong areas. Konvergent started by ensuring there was absolute clarity across the board for the overall Business Vision and then articulating an IT strategy which was explicitly aligned to business outcomes, using a simple Strategy on a Page format to make the Why, What and How of the strategy clear to all stakeholders.  

Ensuring the Baseline

Before Konvergent focused on the application estate and the plans for the core applications, it was essential to establish a baseline picture of the business itself.

This ensured a common operational ‘language’ and provided a more objective basis for IT decision-making by placing a focus on common and distinct business capabilities.
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Building Consensus

Konvergent produced a high-level As-Is and To-Be reference architecture to direct discussions onto critical functionality in the first instance, rather than specific preferred or incumbent applications. 

By mapping applications to the Capabilities they support, referencing common pain points and shared goals, Konvergent were able to help build cross-business consensus and make the case for investment in shared strategic solutions. 

Data, Data, Data

Master data management, and the lack of a common data architecture were key issues, leading to problems with customer mastering, order management, inventory & configuration management and potential regulatory risks.  Konvergent were able to ‘unpick’ and visualise the existing, highly complicated data structure and define a foundational data model, which, in conjunction with the reference architecture, was used to inform decision-making around mastering of critical reference data and mapping of key data flows.

Putting strategy into action

With a unifying end-state Vision, a common representation of the business, and an agreed, shared architecture, the client now needed a pragmatic way forward.

Short, medium and long-term actions were identified through a series of cross-functional workshops, where all five business areas were represented and felt heard.  Actions were grouped into program tracks and classified into three main types: resolving risks, removing detractors, and creating business value, each in turn linked to the Vision and Strategy.

Konvergent were able to present this program of work in our unique, exec-friendly format, providing decision-makers with a simple illustration of what must be done to achieve its overall strategic objectives, and moving the company from delivering isolated and tactical projects to an agreed Enterprise Roadmap rooted in business strategy.

The style in which Konvergent created the roadmap allowed this to be used at global ExCo-level to drive investment decisions and help make a complex and large-scale challenge manageable. By mapping applications to the Capabilities they support, referencing common pain points and shared goals, Konvergent were able to help build cross-business consensus and make the case for investment in shared strategic solutions.
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Putting strategy into action

Through its unique and award-winning visualisation capability, Konvergent created an information-rich interactive ‘shop window’ for the transformation, providing consensus for strategy, a common target architecture and a strategically aligned roadmap spanning all 5 business units.

For the first time in the company’s history the complexities of the business were put into a form that everyone could understand – gone were the complex, ugly diagrams of old (often ignored), and in their place was a clear and simple story, setting out a shared vision, strategy and path forwards.

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