Technology
Re-imagining how markets and organizations Connect
Technology leaders are under constant pressure to address change. As technologies become increasingly more complex, realizing its impact can be very complicated. Organizations must understand how to manage the complexities of changing technology.
The accelerating speed of change impacts every industry. Within the high-tech industry, this impact multiplies. Solutions delivered to customers require not only deep knowledge of target industries, but corresponding improvements within their own organizations in order to continuously deliver current solutions to their markets.
Optimizing Technology Through Collaboration
DevOps: Technology or Management
DRC worked with a leading multi-national industrial firm to help them understand the drivers for a DevOps initiative and the impact on how the initiative needs to be structured. For this firm, the DevOps initiative was a cost-driven program.
The leading indicators to view DevOps as cost-driven are based upon financial and operational outcomes. They may include: reduce the costs of IT services, rapid turnaround of releases, minimize dependence on outsourced services, improve user support, and streamline business operations.
DRC’s DevOps Strategy Map, which illustrates the various perspectives of operation providing both inputs and outputs from the range of DevOps activities, was the strategic framework against which all decisions could be evaluated and made.
Understanding Value Streams of Your Technology
Performance Improvement
The concept of value streams provides a framework to analyze the current state of a business process and design a future state that delivers value and quality improvements. DRC worked with a leading multi-national industrial firm to help them determine and measure the value streams for their technology initiatives.
DRC developed measurements that tied results to business practices that had a material impact on overall performance. For this technology environment, value stream targeting had as much to do with the removal of wasteful steps and misaligned processes as it did with creating and delivering value to the business and users.
Informing Investment Decisions
Standardizing Product Development
The move from a nonprofit to a for-profit educational technology leader facing unprecedented competition meant approaching product development (including international outsourcing) in a new way. Aggressive business goals were set. Working with the CIO and a cross-functional program team, consultants from DRC built and implemented a standardized product development methodology that enabled effective, information-based investment decisions.
Initially a communications program was designed to introduce change, keep employees informed, and celebrate successes as they materialized. Members of the change team were coached in accomplishing cross-functional work collaboratively, becoming change champions, and understanding the dynamics of change within an organization. DRC consultants created a training strategy to address cultural issues that could impede adoption of new processes, designed flexible training modules and completed the technology transfer by training internal staff to deliver interactive workshops and assist in building eLearning modules.
Mitigating Business Risks with Technology Changes
System Conversions
For this capital markets organization, the ability to manage the risk of debt issuance operations rested with the ability to convert core-systems and implement new business practices. The application of new technology was expected to improve operational performance, streamline documentation of negotiated trades, and further eliminate risks associated with the administration of the trading function.
DRC established a collaborative business analysis effort among operations and IT management. The team defined and analyzed a series of relevant activities, the work triggers for the activities, and the observable control practices in place within the organization. This effort provided a foundation for ongoing application development and deployment.
Client Engagements
33
Years (since 1990)
12
Countries
15
Industries
65+
Organizations
DRC
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