Case Study
Global Integration Strategy: A collaborative ApproachChallenge
Goal of $200M to $1B In Revenue In 5 Years
A multinational consumer finance company comprised of 16 operating companies in 10 different countries sought to transform itself from a holding/operating company to a consolidated global operating company. The company also had the goal to grow from $200Million to $1 Billion in revenue within a 5-year period.
Due to multiple acquisitions and subsequent laissez-faire management, the organization did not provide consistent services across its markets, and each operating company addressed their technology needs on their own. Early in the global transformation process, the organization determined it needed to standardize business platforms, improve operating efficiency, reduce costs, simplify integration of newly acquired companies, and make it easier to launch new business markets.
Strategy
Assuming leadership of the initiative to get it back on track.
Step 1
Interviewed operating company business leaders to understand their go-to-market strategies, key market conditions, core competencies, current business operations, and how well their systems supported their business objectives
Step 2
Developed a business capability map, approved by the operating company leadership teams and presented to global senior management, to ensure a common understanding of business capabilities across the various operating companies
Step 3
Interviewed local technology leaders to gain an understanding of current solutions, evaluate the strengths and weaknesses of each, and understand how each solution aligned with the business function.
Step 4
Developed a target (‘to-be’) business capability map along with a list of high-level technology solutions needed to support the business operations going forward.
Step 5
Evaluated the fit and feasibility of current solutions within the portfolio against the approved target state model and made recommendations on which solutions should be carried forward.
Step 6
Researched external solutions to determine fit, function, and ability to address business capability gaps.
Step 7
Collaborated with local team members to conduct Proof of Concepts to evaluate promising new solutions and determine which ones to pursue.
Step 8
Composed findings and recommendations into a final ‘to-be’ Enterprise Architecture diagram and presented to the various business and technology leadership teams to gain buy-in.
Results
Global Technology Roadmap
Developed a global technology strategy and roadmap that would reduce portfolio complexity, decrease the number of applications from 350+ to 80, provide $5M in annual savings, and drive global consistency while supporting local market conditions. Attained consensus and the strategy across the executive leadership teams of the 16 operating companies, the parent company, and the divisional business leaders.
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