The Selection
Because time was of the essence and the IT environment was so complex, the organization was wary of engaging a bulky, bureaucratic consulting company. They knew that in order for the post-merger integration to be successful, they needed a partner that could deliver real-world know-how, agile implementation, and ultimately—quick results.
Having already established a long-standing and successful relationship with MSH (pre-merger), the organization selected us to lead the integration efforts.
The Solution
Partnering directly with executive management and aligning to the company’s vision, MSH set up an Integrations Management Office (IMO) that would deliver:
- Decisions and communications management
- Organizational assessment
- Technology infrastructure architecture
- Cost and financial management
- Portfolio program management
- Resource capacity management
As the company’s IMO, we created several workstreams designed to effectively manage the business integration. We established communication channels and protocols, which included daily standups and weekly integrations calls. To ensure clear lines of authority, as well as a great customer experience and efficiencies, we worked to optimize business processes, systems, and organizational structures, while delivering ongoing best practices.
Next, we developed an IT deployment execution strategy with orchestration, sequencing, and phasing of future-state deployment needs. We also created and executed an end-state architecture plan including application platform rationalization and an infrastructure provisioning strategy, which resulted in more optimized infrastructure environments and app ecosystems. And through our IT governance framework, we aligned MSH program leaders with executive sponsors, business and technology leaders, and integration roadmap, as well as establish processes for governing all code deployments, code promotions and data refreshes.
Additionally, we partnered with human resources—conducting workforce rationalization, identifying and retaining key personnel, and initiating talent acquisition efforts. Focusing on filling the most mission-critical roles, we leveraged our proprietary selection process management (SPM) model and India-based sourcing team to hire, backfill, and outsource over 100 positions.
Throughout our engagement we also implemented a projec portfolio management and governance system to handle all workstreams, project timelines, and work breakdown structures.
Additionally, we delivered cost containment across the board through time tracking, headcount reduction, integration costs tracking, and vendor relationship analyses.
We assembled our implementation team with strong leadership capabilities in mind—they needed to execute the workstreams in a sustained and disciplined manner. We also found the best talent that could deliver the best business outcomes. Tapping into our robust business acumen, we were able to successfully understand and drive the culture, manage sensitive issues of change management, and clearly communicate roadmaps, obstacles, and goals.
