As a company that has grown largely through acquisition, our client had varying levels of IT maturity across the organization. A lack of cross-organizational ITSM Processes, overarching guiding authority or widely communicated ITSM Vision/Strategy resulted in an inconsistent understanding of what constitutes a Service, repeatable ways of working, duplicated effort, and siloed teams. Additionally, the internal focus on System Management (maintaining functional tools) over Service Management (deriving value from systems, people, and service-related processes) opened the company up to business risk, especially related to Service outages.

The financial services client engaged Synechron to deliver a significant transformation program to reduce operational risk and improve customer service to both internal and external clients.

Synechron’s Program Management experts and ITSM SMEs worked closely with the client to improve operational stability, define and build a new customer centric operating model and empower the organization to move to a culture of proactive service ownership.

The team developed a phased delivery approach, using the client’s Agile framework, to implement business improvements to rapidly address operational stability and increase control. Ongoing review and prioritization with each business owner maintained focus on critical items, while responding quickly to changing conditions and priorities.

In addition, Synechron provided their vendor management expertise, working with vendor partners to design, test and implement the preferred technology solutions.

Finally, the team partnered with the clients operational functions to ensure successful transition to BAU, augmenting the BAU organization with critical SME resources to improve operational capability and capacity.