An Organisational Change Programme to embed a business strategy within the organisation, to provide concrete plans for implementation, and offer support through review processes, and tools that guarantee the realisation of the plans and strategy. The Sourcing Network is responsible for the programme management. This project is currently in progress.
The objective of this project was the introduction of an agile way of working for application development, to improve 'Time to Market’, increasing quality and reducing costs. All within the context of a delivery model with multiple external suppliers. The Sourcing Network was responsible for the definition and implementation of the Agile model. This project is currently being implemented.
Business Intelligence Project @en
The design and implementation of a Business Intelligence solution in a complex application environment with multiple suppliers. This projects is currently being implemented.
Contract Review @en
Performing a contract review after the management of its IT infrastructure was awarded to a known supplier based on past good experiences. The Sourcing Network was asked to assess if the contractual agreements satisfied the requirements and whether the agreements were comprehensive and realistic. After making the analysis, The Sourcing Network made a number of recommendations to further optimise and implement the agreements made.
Management Coaching Programme
The execution of a large infrastructure programme threatens to stagnate due to technical complexity and different interests and objectives of diverse stakeholders. By introducing concrete experiences with a similar programme, The Sourcing Network has helped reduce the complexity. Furthermore, a number of practical recommendations were made to greatly improve 'vertical control' and 'horizontal collaboration'. This project is currently being implemented.
Relationship Alignment (2) @en
In preparation for a merger between two IT organisations, The Sourcing Network carried out an adapted version of the Fit Scan with one of the parties. This has resulted in a number of observations about the organisation’s way of working and recommendations for the future cooperation with the merger partner. These were included in the actual merger.
Relationship Alignment @en
The collaboration between client and supplier was not producing the desired results, and was creating much discussion and misunderstanding on both sides. The Sourcing Network has defined a three phase approach to get more out of the collaboration. Using the Fit Scan, phase 1 identified what the underlying causes of the difficult collaboration were. This phase is concluded with a number of concrete recommendations for improvement. In phase 2, during a two day workshop with the client and supplier, acceptance is created and a concrete implementation plan put together. The actual implementation takes place in phase 3. This project is currently still ongoing.
SLA Review @en
Replacing customised applications with standard packages. The Sourcing Network has carried out supplier selection and contracting trajectories, resulting in the successful introduction of three new suppliers who are better fits for our client. Additionally, we have been able to consolidate different interests in such a way that suppliers are also benefitting by operating in a mutually successful partnership.
After detailed analysis, it became clear that cooperation between the client and supplier for the construction and management of a complex insurance application was no longer workable. Functional and performance problems, as well as difficult communication within the global delivery organisation of the supplier, meant that there was no longer a fit between the parties. Subsequently, two Dutch suppliers were selected and have faultlessly completed the development. The ongoing costs have been reduced significantly, while the services and cooperation have been greatly improved.
The programme comprised the replacement of a number of customised applications with standard packages, including the conversions from the old environments to the new ones. The Sourcing Network took on the programme management role, and the programme was delivered conform the planning.
Within an application outsourcing relationship, the cooperation between customer and supplier was disappointing. Both parties were willing, but they were unable to define what the causes of the difficult collaboration were. Following an analysis, The Sourcing Network concluded that there were a number of ‘design errors’ in the delivery model. Errors including the pricing model, the SLA, the bonus/malus scheme and the structure for consultation were not supportive of achieving the defined objectives. The project to adapt these is currently being executed.
During the implementation of a transition the planning schedule was at risk of going off track. By introducing extremely practical experience, methods and reports, The Sourcing Network has brought the different parties together and supported the existing Transition team in realising the Transition conform the planning.