The newly acquired companies expanded the client’s geographic footprint. That was good – but the physical separation between offices led to delays in communication and project delivery. The integration of new applications, business units, and platforms into the client’s existing technology infrastructure was creating inefficiencies and redundancies.
The team at Saxony began working on parallel paths – one for technology modernization, and another for IT and delivery optimization.
It was clear that the client’s technology infrastructure needed to be streamlined and updated. That process began with a thorough inventory of existing applications, their purpose, and their capabilities. Those applications were organized and categorized into groups. Each group was assessed, and a future state brief was created for each application. From there, the Saxony developed a roadmap with plans to address each of the applications and bring them into their future state.
At the same time, Saxony’s business consultants began working to solve the client’s IT and delivery challenges. Success from a technology standpoint depended in large part on the alignment of the client’s business goals the team that carries out those goals. The client needed one, clear, easy-to-adopt project management methodology.
The Saxony team introduced the proven principles associated with Lean and Agile. Agile allows companies to easily and continuously measure progress and adapt to change through collaboration, feedback, clear accountability. Lean is the foundation of Agile and is characterized by its laser-focus on eliminating waste and risk. These two game-changing philosophies made an immediate impact for the client, reducing inefficiencies and redundancies, and ensuring that all departments were aligned with business goals.