Executive Solution Advisement

An irony of being responsible for a complex IT organization is that many people will judge your team based on their simple daily interaction with technology. The fact is that poor day-to-day performance, reliability, and support can damage your team’s image and derail your plans.

At ITS, we bring “real world” experience to bear on strategic problems. If you, as an IT leader, have an issue, the chances are we’ve seen it before. Whether it’s related to people, processes, products, or partners, we can help resolve issues, create strategy, and implement your vision. We’ve helped other CIOs and executives expand their operations, consolidate for cost savings, enhance management and quality processes, and turn organizations around.

Key Benefits

  • Quickly leverage the expertise we have gained through years of working with our enterprise clients
  • Readily implementable processes and procedures proven to work in complex environments
  • Improved alignment with your business
  • Reduced IT cost and increased efficiency
  • Better service, fewer problems, greater time between failures, and faster time to repair
  • Increased productivity
  • Better control of your organization, its operation, and its direction


Strategic Assessment

Assessments are often done in response to perceived problems with IT services, project delivery issues, strategy changes, or in preparation for a merger or spin-off. Symptoms of these problems are often easy enough to see, reflected in user sentiment, costs, and missed deadlines or goals. But the cause of the problems — and their solutions —  can often be more difficult to pinpoint. ITS senior consultants provide an assessment of the situation, and provide actionable recommendations on:

  • Budget — What opportunities are there to economize, or improve performance for the same dollar? Can the same services be provided better for less? Can work be done differently so that it enhances other areas of your organization? What portions of the budget can be made more predictable?
  • Service level agreement — What is the right definition of “good service” for your organization? How does it compare to industry standards? What are the expectations and agreements between your internal groups, and how are they affecting your organization?
  • Service level measurement — How is your IT service being measured, and is it accurate? How useful is your  reporting, and is it being used effectively to both measure and improve your organization? 
  • Service level performance — What is the actual service level being delivered, in terms of responsiveness, problem resolution, and problem tracking and reporting? How does it compare to the currently expected service levels, industry standards, and other delivery methods?
  • People — How well suited are the people to the current task, and the proposed new service levels? How effectively are they being measured, supported, trained, managed and compensated? Is the organization designed to be as efficient and effective as possible?
  • Processes and procedures —  How complete and mature are the processes and procedures being used to perform the support? Are the same procedures being used each time the same work needs to be done? Are best practices being captured and disseminated?
  • Systems — To what extent are the available systems actually being used, and are they effective? Are there existing tools that are not being used? Are your deployed tools assisting or impeding your operation? What opportunities are there to integrate existing or new tools to improve service levels, reduce operating costs, or enhance operational visibility?

An assessment can be a brief engagement which can identify basic success areas, basic problem areas, and “low-hanging fruit” for immediate action, or it can be a complete operational and budgetary review in preparation for a larger change. The client may engage IT solutions to respond to some or all of the initiatives that result from the assessment, or may use the assessment as the basis for an RFP.

Transition Planning

When strategic changes are to be made, it’s important to precisely define the desired result, and then determine the time, resource, and budget it will take to get there. You’ve also got to know what the ongoing costs will be in order to fully understand your ROI. Senior consultants from our team work with your management to define:

  • Target service levels, operating model, budget, and controls
  • Changes to existing resources, tools, processes and procedures to be made, or specifications for new ones
  • Internal customer expectation management
  • Transition planning and strategy
  • Costing, typically including the client, ITS, or other resources

ITS can deliver a complete roadmap to turn recommendations and plans into reality. The client may then engage ITS to lead the transition (described next), or they may simply use the plans we develop as the basis for an RFP.

Strategy Implementation Management

Once the transition plan and desired end goals are defined, ITS can lead the project. ITS services Include:

  • Process and procedure development and implementation
  • Internal customer expectation management
  • Reports development
  • Communication
  • Conflict resolution
  • Advisor to management

In addition to strategy implementation, ITS can provide project-oriented resources, to manage and/or implement the more technical aspects of your plans.  These services include (but are not limited to) project management, systems modification and integration, training and mentoring, project review and ongoing support.