Sample Past Engagements

We helped a supplier of clinical decision support software resolve the overlap between three distinct software products resulting from acquisitions. Through workshops, we helped the teams understand the respective strengths and weaknesses of the products and reach a consensus on a converged product architecture.

We did a similar exercise for an energy company with teams in the US, Canada, and UK. In their case, we identified some issues with the adoption of agile methods and made recommendations that resulted in a significant strategy shift (buying a platform instead of developing one) and a change n the organization.

For another company in the energy business, we created a comprehensive enterprise taxonomy to ensure that documents could be tagged and searched more reliably using an enterprise-wide classification. In the process, we uncovered and resolved differences in the definitions of concepts that should have been common across the organization.

We applied the same principles in a completely different context -- a state health insurance provider. In their case, the enterprise taxonomy needed to incorporate and align with existing taxonomies of medical conditions and procedures.

One client had accumulated 170 business requirements and found traditional, heavy approaches useless to create an actionable IT roadmap. After 18 days of workshops over a five-week period, we had jointly defined a complete roadmap with traceability from the requirements to the business processes, systems, architecture, and technology.

An insurance adjudicator in Canada wanted to open up their legacy internal systems and allow clients to use them, essentially becoming a community cloud provider. We identified several serious obstacles to this strategy and recommended changes.

Following a big organizational change, a government institute in Mexico had to construct a complete new IT roadmap. We became the trusted advisor to the CIO, holding workshops about once a month for four years, on site, to guide him and his development staff -- including enterprise architecture, project management, rapid prototyping, correct application of agile principles, subcontractor management, and more.

A large multinational client wanted to select (or develop) software to manage the workflow of receiving, reviewing and approving employee requests to submit papers to conferences. We showed that it was not just a technology issue, but that the process should be analyzed and improved, and recommended products that are based on an explicit model of the business process.

For a loan brokerage company, we took existing workflows, transformed them into BPMN models, and in the process pointed out redundant tasks and conflicting or unassigned responsibilities.

For a company based in the Middle East, we analyzed the gaps between their existing mission, goals, and IT architecture, and their ambition to achieve a "digital transformation" of their business. In particular, we identified that the volumes of data to be processed, and the networking limitations in their operating environment, meant that their current centralized data processing and interpretation approach were not viable.