JGA has worked with a wide range of clients and partners. Summerised here are some of the key assignments on which JGA has been involved.
For the Corporate Restructuring Division of a Major European Settlements Organisation
Worked with the Corporate Restructuring Division to assist Business and Service Heads in developing a common agenda driving all further work needed to define options, decide policy and agree service levels for a new corporate structure, as a response to market wide harmonisation. Central to the new structure being defined was a new legal entity, which would provide all common or shared services. It was agreed to achieve the objectives by considering IT as the first service, to be provided by the newly defined structure, using it to drive out SLAs and plans. Specifically, this required and achieved agreement on:
-
A scenario that describes, at a high level, the main features of the organisation that will be implemented within the first 6 months.
-
Those key features that still needed policy decisions before specific design activity could begin.
-
For each feature, the most appropriate implementation option, from the spectrum of minimum change to full commercial.
For the Corporate Technology Division of a Major European Settlements Organisation
Defined the role, responsibilities and governance mechanisms of the “IT Board” in relation to the Operations Committee, the Roadmap Prioritisation Committee and the Organisation’s Group Management Committee. On this basis, defined the key governance mechanisms and processes linking with those of the IT Board and used to manage and govern the Group’s IT:
-
Definition of the IT Management Team and the governance mechanisms it manages.
-
Definition of governance for IT operational service delivery.
-
Definition of the target process for aligning business and IT architectures.
-
Definition of the target process for approving IT Equipment spend.
For the Corporate Technology Division of a Major European Settlements Organisation
Assisted with the definition of an IT Shared Services capability for this European organisation, culminating in the development, by JGA, of a vision document to be used for engaging key stakeholders, from IT and the Business, in agreeing and planning its implementation as a key component of a corporate restructuring programme. In producing the Vision document, JGA helped to:
-
Develop the business rationale for implementing a shared services capability, therefore validating the reasons “why” it is appropriate.
-
Define “what” a shared services capability is in this particular context, providing the basis on which the scope of, and implementation options for, the capability can be agreed.
JGA continued to assist Management responsible for the corporate restructuring programme, to engage key stakeholders in evaluating the options for, and planning “how” an IT Shared Services capability can be achieved, i.e., implemented. It is expected that the approach developed for IT will be used for transitioning other corporate capabilities into shared services for the Group.
For the Corporate Technology Division of a Major European Settlements Organisation
Developed an operating model for the Corporate Technology Division, which:
-
Defined the Division’s cost baseline.
-
Identified the Division’s services and linked them to the business services they enable and contribute to.
-
Established how the Division uses its products and assets (technology and people) in delivering its services.
-
Established new cost allocation mechanisms linking business cost drivers to the Division’s services and providing transparency in the cost allocation process.
-
Defined how the Operating Model can be used to identify performance improvement opportunities within the Corporate technology Division.
The resulting model has also been used by the Division’s Director to present, discuss and agree his 3-year budget with the Business.
For the Corporate Technology Division of a Major European Settlements Organisation
Delivered a series of training and education sessions to the Corporate Technology division and to representatives of the Organisation’s Application Development, Finance, HR and Audit Divisions on JGA’s Benefits Driven Management approach.
The aim of the sessions was to introduce an approach that could initially be employed by the Corporate Technology division to improve its communication with the Organisation’s business community and, specifically, to link its infrastructure plans directly with the Organisation’s business goals and to actually deliver business benefit. The approach has now been used several times during our work with this client.
For a UK Based Management Consultancy, as its Strategic Advisor on a Specific Client Assignment to a Leading Financial Investment Management Organisation
Providing advisory input to the Consultancy and its client’s Executive and Steering Committee on how to establish a Change Management Programme Office, which can assist the client in managing a large change portfolio, which includes a fundamental restructuring of the operation.
Introducing and piloting the JGA Benefits Driven Management approach as a tried and tested base on which to develop the organisation’s own management processes.
