Transforming Technology Performance through Experienced Leadership

Technology operating models and strategy change as quickly as the business context does, and to be successful, organizations must ensure that this critical function is a leader not a laggard.

The demand for top-notch IT talent today is high, leaving many organizations with open leadership positions or new leaders who could benefit from an experienced, trusted advisor.

Cimphoni consultants have experience leading large and dynamic organizations and have the skills needed to deliver immediate impact while building the foundations for sustainability and scale.

From establishing culture and agility, to  designing adoption strategies for microservice architectures and DevSecOps, to navigating the distributed Cloud and third-party platforms, Cimphoni has the leadership needed to transform your organization’s technology function.

Interim CIO, CTO & CDO

The ability to lead not just IT organizations but businesses through today’s competitive environment requires executives with an awareness of technology and its appropriate application within the enterprise. Given their roles as technology “experts”, Chief Information Officers (CIO), Chief Technology Officers (CTO)and Chief Digital Officers (CDO) are being asked to assume increasing roles of responsibility relative to business transformation.

However, there is often a gap between the abilities and experience of existing senior IT leaders and the need to understand the nexus between technology capabilities and business opportunities. Some technology leaders are quite capable of filling this gap. Others just need some support. And, frankly, some will never be able to meet the challenge. In all three of these cases, Cimphoni’s interim CIOs, CTOs and CDOs can supplement existing IT leaders, mentor existing leaders that need some coaching or step in and lead the IT organization in an interim capacity.The following are just some of the IT transformation services that Cimphoni offers:

  • IT Organizational Design and Culture
  • Technology Value Assessment & Improvement
  • IT Leadership Assessment & Mentoring
  • IT Governance & Performance Metrics
  • IT Financial Management and Optimization

Future Technology Architecture

Technology-led business innovation is rapidly changing the competitive landscape. Keeping up with emerging technologies and rapidly evolving business models can consume a great deal of executive “bandwidth”. Developing three to five-year technology strategic plans can often feel like a futile exercise as these plans become irrelevant within a few months after their creation. Additionally, the “care and feeding” of legacy technology and systems consumes much of the traditional IT budget, leaving little room to innovate. Not to mention that many IT organizations are challenged to keep up with emerging technology and its role within the enterprise. Finally, there is often trepidation when it comes to deploying new technology given a less than stellar track record of failed or under-performing technology investments.

To address these challenges, a new approach is required. One that quickly assesses the relevance of emerging technology within the enterprise. One that targets specific business domains where innovation is required and continuously reprioritizes initiatives based on changing market conditions. One where new solutions can be implemented quickly and investment levels and risk are aligned. One that allows experimentation and related learnings. One where success builds momentum and support for future investments.

Cimphoni can assist businesses with these challenges through one or more of the following service offerings:

  • Emerging Technology & Application Assessments
  • Technical Architecture & Infrastructure Assessments
  • Future Technology Framework & Roadmap (short duration projects, innovation domains, experimentation)
  • Enabling Technology Platforms & Solutions (dev/ops, continuous delivery, micro-services)

IT Performance Improvement

It is not uncommon for the information technology organization to be viewed as a stand-alone and separate department, where the IT “geeks” reside, speak their own language, keep the network and servers running and occasionally deliver something that makes a difference for the enterprise. The IT “department” is often viewed as one of the support functions within the business, similar to finance & accounting, human resources, legal, risk & compliance, etc. This approach made sense given the historical role that information technology played in the past thirty to forty years. IT was the domain of specialist and, frankly, something that many business leaders did not understand.

However, in competitive enterprises today, information technology is integral to the delivery of customer products and services. It is also key to ongoing productivity improvement, data-driven business insights, cybersecurity and regulatory compliance. Certainly, keeping the “trains running on time” is important, but so is the role that the information technology function can play in reducing the time-to-market for new solutions and services, providing business leaders with the information needed to make fact-based decisions, improving the efficiency and effectiveness of internal business processes and ensuring compliance with statutory requirements (e.g., SOX) and trade association guidelines (e.g., PCI).

Improving the performance of the IT function is more about speed and agility than it is about cost, reliability and response times. Certainly these latter three area are important, but they are assumed to be in-place. Cimphoni can support your need to move faster in the marketplace with the technology-enabled solutions and services while also addressing IT efficiency and effectiveness.

  • Agile Application Development
  • Bi-Modal IT Organization
  • CyberSecurity & Regulatory Compliance
  • Portfolio & Program Leadership
  • Business Case Development

Our IT Transformation Delivery Model

IT Transformation Delivery Model

Proven Results

Distributed IT Organization

Interim CIO Creates Distributed IT Organization

A consumer services company that provides emergency road services, travel and insurance products on the East coast was struggling to align the performance of its IT organization with the evolving needs of the business. The IT team was viewed as slow to react to business needs, weak on service, lacking in strategy and planning skills and too expensive. In a 2-year Interim CIO engagement, Cimphoni implemented a distributed IT organizational model to improve IT agility and speed, moving 20% of the IT staff to business functions in the first year. We also partnered with the business to create a 3-year IT strategic plan and guide investments, improved quality, reliability and consistency of IT performance and reduced IT operating expenses 10% in one year.

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CIOs and CMOs Should Co-Lead Customer Experience (CX) Initiatives

Creating a Lean, Agile IT Organization in 18 Months

When an emergency road service, travel and insurance products company in Northern California was carved out from a larger entity, they called on Cimphoni to serve as their Interim CIO. In this role, we effectively set up their new IT organization, outsourced infastructure (app hosting, network management, service desk) to an Indian offshore managed service provider and implemented several SaaS solutions for member management, sales, marketing and customer service. We provided hands-on project leadership and successfully completed the carve-out in 18 months, while also delivering a 40% reduction in IT operating expenses. Finally, we recruited an experienced CIO to lead the organization at the completion of the engagement.

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Service Desk Redesign Reduces Open Tickets by 40%

When an insurance firm was frustrated with its internal IT service desk (or help desk) due to poor service levels and long resolution times, Cimphoni was brought in to completely redesign the service desk organization. We re-engineered key processes, systems and tools resulting in a reduction in abandonment rates from 23% to 9% in three months, while call volumes increased more than 15%. Open tickets were reduced by 40% and the average ticket age was reduced from more than 60 days down to 22 days. We also reduced repeat tickets through the implementation of Root Cause Analysis and Preventive Actions, using ServiceNow as the new IT service management platform.

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