Industries

Automotive

Sourcing of IT infrastructure services

An automotive manufacturing company needed to renew its Outsourcing Contract for Infrastructure Operations encompassing 25 different sites in Japan. Ginkgo Management Consulting assessed requirements, designed the RFP process including a vast and precise service catalog, established a vendor evaluation method and negotiated the vendor contract on behalf of the client.

The vendor transition was successfully supported and audited. During the transition no service interruptions did occur while allowing the client to reduce operational costs significantly.

Development of concept and realisation of IT shared services center for APAC region

Ginkgo Management Consulting conceptualised the IT Shared Services Center for the APAC region of a leading automotive manufacturing company and supported the initial set-up as well as the service transition from more than 20 legal entities in Asia Pacific. The concept main value drives were standardisation, centralisation and modernisation of IT services.

While service quality could be significantly improved and professionalised the achieved financial benefit case was substantial. One key success factor was the successful establishment of an IT service delivery model which integrated outsourcing, out-tasking and in-house service delivery.

IT Innovation in automotive sales processes

The client had previously emphasised the global template of its sales processes and IT system landscape and went through a harmonisation and standardisation process for the strategic markets. Focus markets, such as the German market, were on top looking into additional possibilities of supporting the sales processes digitally.

Having been involved deeply in the process and system template of the client Ginkgo was asked to analyse such digital opportunities with respect to creating benefits on retail sales as well as on OEM level. As such we selected most relevant customer interaction points that could be enhanced through digitisation. We listed potential technological and digital features stemming from competition, digital industry leaders as well as from interviews with the clients’ dealers themselves (who had been inventive with creating their own features like apps, customized handhelds, etc).

After a strategic evaluation of the resulting options we identified focus use cases and their digital potentials and went back to creating a framework for it that could hold for OEM and Retailer interests alike. Key aspects here were time-to-market, benefits evaluation within the sales journey, compliance to OEM standards / integrateability as well as scalability. Various options of an organisational as well as technological framework as basis for a digital path forward were presented to management and our recommendation was chosen for implementation.

Realisation of new steering model for international automotive car dealer networks

This car manufacturer faced a series of challenges, including limited visibility of sales and after-sales performance. This was mainly due to a missing global standard for dealerships with regards to processes, reporting and supporting tools – making steering and decision-making difficult.

Ginkgo collaborated closely with the client to standardise tool-supported retail- and wholesale processes for sales and aftersales on a global scale, thus enabling the client to increase visibility and ability to steer markets. Implementing these processes globally within dealerships required a detailed rollout approach to ensure adherence with standards defined. The rollout approach covered an overall framework ranging from project management, requirements analysis, budgeting and contracting, change management, communication and training to IT-implementation.

The approach supported the rollout of new processes and tools on a global scale, helping the client to enhance visibility of the sales- and aftersales data to support decision-making.

Project management for after-sales SAP rollout and technical de-merger

The client in the truck and bus manufacturing industry was experiencing severe challenges during the implementation of SAP for its end-to-end after-sales business. In parallel to the ERP implementation, the reintegration of previously outsourced business functions and the full technical de-merger from the former parent company were part of the project scope. The project was carried out in an environment with three different nationalities of stakeholders and solution vendors and involved the replacement of dozens of legacy interfaces.

Ginkgo was called with the project already in delay during early stages with insufficient visibility to the management, to provide a managing project management office function (as opposed to a purely administrative one). The PMO was driving project and sub-project planning, the introduction and upholding of the group-wide project methodology, as well as the complete financial management for the project, and large parts of the communication to the steering committee and other business and IT stakeholders.

With the added transparency and a structured approach, a rescheduling of the project could be undertaken and a much tighter control of progress, risk and issue management  was established. Where needed, the PMO also managed parts of the requirements clarification as a bridge and facilitator between business, the in-house IT, and the IT vendors to actively resolve topics where progress was slow or halted due to issues.

Enterprise retention management process model development

In the course of implementing an enterprise retention management strategy Ginkgo developed the corresponding concept and process model to deploy the concept with an global automotive OEM. Processes for the provisioning and adoption of the retention management policy, the application by the employees in day-to-day business as well as processes for support and consulting for ERM-responsibles were designed and agreed to. Roles & responsibilities were defined along the processes including a central “Policy Management Office” to own, foster and further develop the retention policy. The client implemented the concept, ERM-policy and processes successfully based on the project results.

Change management for DMS retail template compliant and standardised roll-out

The client in the automotive industry intended to harmonise its employed retail dealer management systems on international level. In an initial step 4 global key suppliers were selected. In the course of the long term program 22 target markets started local implementation projects to harmonise and implement standard retail processes in sales and aftersales on importer and retail level.

As key prerequisite for this approach Ginkgo Management Consulting developed a Change Management Concept serving as blueprint for all markets to initiate change projects as part of the DMS implementation projects. The blueprint consists of client specific change management methods and separate toolboxes for all project phases from initiation to project closure enabling local organisations to ramp up, organize and manage all relevant change processes in its country organizations as well as on independent dealerships. Ginkgo Management Consulting developed with its highly specialised team all relevant material and played a key role in gaining international acceptance for the overall approach and related material from key markets and top management.

The change management concept was successfully tested in 2 markets and serves by now as master book to handle change in further 10 markets. As final deliverable central processes and an organisational charta was developed to ensure constant actualisation of the change management toolbox  after each application/roll-out project.

Governance concept and new supplier collaboration model

The client, an international automotive OEM, experienced a lack of controllability of one of their main suppliers for a point-of-sales retail system. Required KPIs were not fully defined nor agreed or monitored and tracked. Collaboration with the supplier was unsatisfactory  and controls very limited.

Ginkgo Management Consulting was asked to develop a new collaboration model with the supplier including distinct KPIs (bonus/malus system applicable) and a corresponding governance model. Required collaboration processes and roles were defined, a new organisational structure was created including an implementation-concept and a growth plan. The complete new collaboration model was tried out in an initial European wide role-play workshop together with the client and the supplier. A set of real-life use-cases was walked through with future owners of defined roles.

After verification the new Governance Concept was rolled out globally and is the basis for ongoing successful collaboration between both parties involved.

Financial Services and Banking

Optimisation of murex system connectivity and reporting

Ginkgo supported the integration of a middle office trading application standard software into the complex application environment of an investment banking client. The focus of the work was on the accounting interfaces and the reporting definition for the various stakeholder groups.

Initial deployment of a standard software including its integration enabled straight-through processing from front to back office in a reliable, customised manner. This also enabled profit and loss (P&L) reporting on a daily basis, reducing risk and data discrepancies (“one single version” of the truth).

IT system carve-out as a result of resructuring of banking operations

As a consequence of the financial crisis, major banks were mandated to reshape their capital structure and operation.

Ginkgo supported one of the Swiss global universal banks in divesting their cashless payment solution centre. Besides driving contract negotiations and license set-up, the Ginkgo consultants also defined and orchestrated the segregation of the relevant data and its information systems to ensure compliance with Swiss banking law.

As a result, the bank split one part of its operation into a highly profitable 1-billion asset company and migrated millions of records from various sources and technologies into a new solution.

Governance concept and transition plan for leasing/financing system

A global player in the automotive industry intended to transform their heterogeneous and complex process and system landscape for automotive leasing and financing into a homogeneous Europe-wide solution. Hence, Ginkgo Management Consulting was engaged to develop the concept for the future IT operating model, including roles, processes and organisation.

In the concept phase Ginkgo Management Consulting implemented an organisational model that aligned the vast number of business entities involved (both internal and external suppliers on- and offshore in India) and enabled implementation of a homogeneous process and system landscape. Moreover, thanks to the new system landscape it was possible to establish a Europe-wide retail bank branch with a common reporting platform and partner database.

Thus, operations efficiency increased to a whole new level since manual processes were eliminated and automated processes enabled cost-efficient growth.

Project management to rectify corporate audit findings

The client in the financial service industry was challenged by a top-level corporate audit review of their newly implemented and recently outsourced banking platform system. Owing to the pressure of the global financial crisis, the client had been forced to restructure and consolidate their previous payment transaction solutions that had resulted in a lack of plan and method.

Ginkgo Management Consulting was the trusted partner to eliminate all time-sensitive findings identified in the areas of Service Level Agreements, IT security, IT operations, quality and supplier management. Starting with a management and supplier awareness campaign, Ginkgo Management Consultants steered several transnational workgroups in an integrated fashion to ensure the audit findings were rectified and ensure project success.

All high-risk findings were eliminated on time and sustaining processes were implemented for lasting quality.

Global rollout of a group-wide standardised credit application with parallel software enhancement

The goal of the project was to rollout an enterprise rating application for an international financial services company in approximately 40 countries. In addition to the rollout project management Ginkgo Management Consulting was challenged to limit the number of local “island solutions”, avoid further costs and prepare for the digital future.

The agile software development was managed taking into account preparation of a multi-tier application for the “Next Generation” –  implying feature-rich cross-platform web applications. Furthermore the project management had to bundle and coordinate many line function activities, resources and external providers. Finally a pull forward effect was created, which achieved the goals years before the initial project planning.

The coordinated global/regional approach versus individual solutions also reduced group expenses. Besides, the new application-wide comparability among countries boosted efficiency.

Pre- and post-merger automotive banking

Our client, a leading German automotive corporation, acquired an automotive bank in one of its mid-size markets to improve their strategic position by increasing market share and extending their product portfolio of automotive credit and dealer financing. Within four months between signing and closing, redundant infrastructure had to be installed in the new locations, complex migration of contract and accounting data had to be prepared, and systems for the new banking business had to be built up – ensuring business continuity at day one under the restrictions of antitrust law.

Ginkgo was given the mandate to support the local IT lead in the IT project management function and to make sure that the critical IT implementations would be successful. Ginkgo Management Consulting supported the project within the post-merger integration to ensure on-going system integrations, implementation and migration to new banking systems and to fulfil banking infrastructure requirements by realizing a data centre consolidation concept.

Besides pure project management, Ginkgo strengthened and enabled the local IT team to handle the extended and more complex business requirements in the future resulting from the successfully acquired automotive bank.

IT Services Provider

Risk mitigation

Ginkgo’s client was awarded a new IT service contract for comprehensive ERP related services. During the transition from the former service provider it was recognised that an independent Risk Management was required to safeguard this extremely critical project.

Based upon Ginkgo’s Transition Risk Assessment and Management Method the project was able to identify and initiate optimisation requirements. The transition was performed without any service interruptions and in line with the original time plan.

Acquisition of near-shore IT services center

The Offshore IT Service Provider set-out to acquire a Nearshore operations center for application development and maintenance.

Ginkgo was asked to perform a Due Diligence assessment of this Service Unit and also to assess the commercial company evaluation. In a third step Ginkgo actively supported the contract negotiation period which finally resulted into a successful acquisition.

Life Sciences

Restructuring of IT organisation

A successful pharmaceutical firm had radically revised its strategic direction and developed from a historically grown concoction of individual regional companies into a global corporation with distinct business units. Information Technology was confronted with this fundamental change and required to adjust.

Ginkgo Management Consulting was asked to develop a concept for a new operating and governance model. Based upon an assessment phase a new organisation was developed with a specific focus on Business-IT alignment and project portfolio governance.

The implementation took less than 10 weeks and was revisited after six months. One main result was a high degree of business satisfaction with IT which was regarded by the client as the most successful outcome of the project.

Development and implementation of an IT strategy and architecture

The analysis of three corporate divisions of an international Pharmaceutical company for the creation of an IT strategy model was the project subject.

The functional-, application- and technology- As-Is and target architectures were developed in consideration of the IT delivery and IT cost structures. The preparation, execution and moderation of workshops as well as the documentation were also part of the tasks. Additional result was the establishment and communication of the IT strategy process.

Derived from the IT strategy, action items from business demands are now the basis for an annual IT investment decisions.

Manufacturing

Turnaround Management for SAP Template Roll-out

The client in the manufacturing industry was challenged with a multi-module SAP template implementation. After a severe delay in schedule and a subsequent change of the implementation partner, Ginkgo Management Consulting was entrusted to perform a Program Management role.

The small, high impact team was introduced as a managing Program Management Office (contrary to a purely administrative one). The PMO was driving and actively dealing several ad-hoc workgroups to master the challenges which were mainly caused by lack of business process maturity and insufficient IT Operations planning. Based upon a short baselining assessment the original “Big Bang” Go-Live date was still met, but with a change of the initial scope. Now the complete functionality was realized in a second step two months after the Go-Live.

IT strategy for a leading automotive supplier & manufacturer

Previously the client went through a severe downturn of its business which followed in a drastic cut in all IT expenses and investments. At the point of the Ginkgo assignment the client’s IT was faced with high a degree of outsourcing and had a rather limited lever on IT service performance and quality. Also IT top management was on the move and new divisional CIOs were being put in place.

Ginkgo supported one of the divisional CIOs in a quick assessment of relevant IT inventory (projects, assets, expenses/investments) to derive a description of the IT status quo. Through interviews with key stakeholders and site visits we were able to assess major weak spots in the IT service delivery as well as the unmatched business expectations towards IT.

Based on a set of principles and clear business expectations we were able to develop a set of strategic options that would move IT much closer to business, drive IT delivery performance short- and long-term and build a divisional IT organisation to sustain IT benefits to the business. Through a top management workshop these options were discussed and the recommended 5 year strategic IT roadmap was approved for execution.

Change management & training re-setup to keep the go-live date

The client in the manufacturing industry refused the go live of a multi-Module SAP template implementation due to a serious delay in training. Ginkgo’s due diligence revealed an unrealistic training schedule, unavailability of critical training material and qualified trainers and moreover a delay in change management and communication measures 4 moth before planned go-live.

Ginkgo managed to negotiate the training scope and priorities with the business side to keep the initially planned go-live date and adapted the change management and training approach. 20 additional consultants were brought in to prepare and run all training activities in required languages and production shifts. To keep the go-live date, substantial training & change management activities were postponed and delivered after go-live until more than a year after go-live (approx. 1/3 pre-go-live and 2/3 after-go-live).

The overall success of keeping the go-live date was rated a big success by the client, as the go-live date had been seen as impossible at engagement start.

Mining and Exploration

Development and implementation of mobility solutions

The introduction of Mobility Services and Workflows enabled employees to faster and more efficiently manage approval processes for a number business applications. Success factors for this projects were multi device standards, an adequate security architecture as well as a high usability of the User Interface. Ginkgo developed the solution concept and managed the realisation of this significant business enhancement.

IT service provider transition management

As part of an overall cost reduction program, the client in the mining industry was looking to reduce costs for IT service support. A new contract with a service provider was signed, incorporating all major IT services. Ginkgo was asked to manage the transition to the new contract.

The Ginkgo team worked together closely with the client to define requirements and acceptance criteria to complete the transition, thus enabling the client to improve steering opportunities, enhance the quality of vendor reporting and achieve better visibility about the costs generated. The provider was then managed to deliver according to requirements, implementing the enhancements defined with the client.

IT service support costs were reduced by 40% and the flexibility of delivering the services was enhanced, allowing the client to adapt IT service support to changing needs in terms of both quality and quantity.

Driving IT strategy implementation

The newly appointed business unit CIO was confronted with in-transparency, cost pressure, and a leadership team with little strategic outlook. The brief assessment from another strategy consultancy gave insights and ideas.

Ginkgo took existing and newly identified means and formulated a sound strategy which got gradually implemented by the client with sustainable long term coaching support by one of our consultants.

As a result the IT leadership team had an updated strategy and refreshed governance with a set of KPIs that got measured and drove behavior. Although IT budget got cut by 20%, the quality metrics remained stable and overall effectiveness increased through clear responsibilities and monthly alignment meeting schedules.

Development and implementation of new integrated IT services solution

IT Service Management at an MNC was costly and slow as over 27 main IT outsourcing providers had to be orchestrated through multiple systems and ITIL process interpretations. By taking over the control and forcing IT providers as well as users to communicate via a new integrated ticketing solution, the cost per ticket was reduced to a third of the original price.

As a result the standardised IT service management processes supported by one global cloud based tool used by all stakeholders allowed to increase the visibility of the global IT service landscape, produced a joint understanding and through that reduced the ticket resolution times and costs.

Project management of transition to cloud for offsite backup of document management solution

As part of the multi-year plan to close down a number of its data centres, this client in the mining industry was looking to Ginkgo to manage a number of projects, including the transition to cloud for its document solution backups. The Ginkgo PM worked together with the client’s architecture team to precisely define the project requirements and scope, leading to an RFP for the document solution service provider.

The project itself was conducted in three phases. In a first phase, a dedicated management link between the production environment and the SaaS provider’s data centre was set up, in line with the client’s internal security requirements and including the installation and setup of new dedicated firewalls between the client and SaaS environments, for which the Ginkgo PM managed a third party responsible for the procurement and installation of the hardware. The second phase consisted in the setup of the remote monitoring, backup, and disaster recovery capabilities, and in the third phase, the physical shipment of existing backups for their integration into the new remote backup environment was organised and executed, enabling the release of rack-space in the legacy data centre.

The resulting backup and DR environment was the foundation for a follow-up project to move also the production environment into the cloud, releasing also the primary legacy data centre.

Re-organisation of an IT division in a PMI context in the oil and gas industry

In the context of a Post-Merger-Integration Program (the client had acquired a formerly state owned Oil & Gas company) multiple projects were set for execution also in the IT Division. Besides quick win aspects and process harmonisation efforts between the old and new entities we were asked how to organisationally harmonise and synergise the IT organisations of the merged companies.

Top level criteria for a re-organisation was aligned with management (synergies of new available locations, IT service and process quality, process criticality, etc.) and an in depth qualitative and quantitative process and resource assessment was done. A standard catalogue of IT services, processes and roles was set as basis to compare assessment results. Top down a target IT organisation was drafted and all assessed IT activities were sorted into it.

As a result the new organisation was formed with a new distribution of activities between locations. This formed a template and baseline for implementation in which a re-structuring and knowledge transfer program was launched and executed successfully.

Retail

IT service process framework

The globally operating retail group was facing a challenge to integrate service processes of various service providers and internal departments across countries and continents. One core finding of an initial assessment was that service processes and role models did not follow a commonly agreed model.

Ginkgo helped defining a standardised Process Framework for all main processes based upon ITIL and initiated also contractual adaptations with external partners. Additionally, governance and reporting framework was designed in order to allow for a continuous improvement during operations.

ITSM proof of concept and programm planning

The client requested a proof of concept for a complete end-2-end IT service management approach for their retail Europe business and global PLM function. Ginkgo developed a comprehensive ITSM concept, starting with a maturity statement, quantified effort & benefit potential, resulting in a business case and interdependency matrix.

Design principles for the ITSM approach were derived and agreed to, implementation scenarios have been documented and prioritised and two transition planning scenarios suggested. Based on the documented PoC results an implementation program has been scoped and planned which has been agreed to. The client started the implementation immediately after PoC finalisation & delivery.

Post merger global sourcing strategy and integration.

Our client was 7 years locked in a sole sourcing infrastructure relationship. The end of the sole sourcing contract was used to stabilize the IT operations.

Ginkgo was contracted to develop a sourcing strategy and multi provider management framework to assure future IT operations and end to end services with the applications team. Together with the client Ginkgo developed the sourcing strategy and multi vendor management framework. Subsequently Ginkgo was contracted to lead the implementation and operationalisation phase.

Instead of a “Big Bang” approach Ginkgo realized cost savings and operational efficiencies with the chosen multi vendor approach in line with the clients planning.

Telecommunications

Customer care satisfaction optimisation

An international telco provider experienced decreasing Customer Satisfaction Index (CSI) and Transactional Net Promoter Score (TNPS) values for its customer services especially for new mobile clients (new customer phase). Ginkgo Management Consulting was asked to analyze root-causes and design necessary actions to optimise customer satisfaction.

Due to the fact that customer service operation (call center and complaint management) is fully outsourced analysis was planned and executed on site at the customer service provider. Over a defined timespan a dedicated team of customer care representatives documented and classified the shortcomings during client contact which led to a dissatisfaction of the customer. Additional data was gathered from team-manager coaching and silent monitoring of calls. An analysis of the gathered data clearly showed areas of lapse both on client as well as on supplier side which lead to customer dissatisfaction.

In a series of joint workshops moderated by Ginkgo required measures were identified, planned and prioritised for execution. Tracking of measure implementation and related customer satisfaction KPIs was established and monitored. Success of taken counter-measures was detected shortly thereafter.

PMI of telco/cable provider operations

After the acquisition of a national operating cable provider the client faced the challenge to realize a first merger milestone within Operations in a very short timeline. As a long-term partner and based on experience gained in a former PMI process of the company Ginkgo was mandated again to support the PMI process for the Operations department.

Ginkgo took over responsibility to design and implement joint processes as well as handover procedures to ensure organisational readiness for “commercial day one”, when both companies started to market combined service and product offerings. Based on the results achieved in phase one several other projects were initiated to further ensure and enhance smooth interworking of all Operations processes. In parallel areas with high synergy potential were identified, analysed and actions defined to realise those synergies.

As the coordinative body Ginkgo was responsible to monitor, control and report the progress of all Operations initiatives within the merger program to ensure that the financial targets set by the executive board were met.

Transport & Logistics

Process optimisation for incident management processes

The recently established Shared Services Center of an international Company Group was providing all infrastructure and application related services on a global level. In order to secure stability and interruption free service provisioning, an improvement for incident management was targeted.

Ginkgo supported the development of a comprehensive improvement concept, which included specification of processes and roles, automated monitoring allowing early detection and policies for pre-emptive maintenance of service components. The concept was realized over a period of 6 months and delivered significantly positive results.

Utility and Power

Harmonisation and consolidation of network- and communication service operations

A group-intern IT service provider needed the development of a group-wide target operating model and the establishment of a retained organisation. The consolidation of the provider landscape and harmonisation of the IT services as well as the support for the transition of a TK service strategy, especially for managed connectivity services were also major activities.

Due to an enormous cost savings time pressure the transition of identified measures had to be carried out very quickly and with measurable results. By doing this, the following measurable results were achieved: cost transparency across countries, reduced network cost to market price, consolidated contracts and suppliers.