Helping clients to make the right sourcing decisions
In today’s challenging and uncertain world, having independent advice from an expert team can make all the difference when selecting the correct IT service delivery model for the future.
We have a family of offerings that, when taken together, offer a holistic set of services across the entire sourcing lifecycle. Starting with the strategic question of “should we stay as we are or change?” we help our clients by providing fact-based inputs and best practice models, covering any sourcing scenario from fully insourced to fully outsourced and all the hybrid options between.
Individually, our services offer solutions to specific needs. Collectively they provide a total framework for helping our clients through any sourcing decision. We offer impartial and informed guidance backed by the rigorous application of analytical frameworks and best practice models.
Whether you’re trying to decide if outsourcing is the right choice, are considering changing providers, or simply want to know if the price you are paying is competitive, we offer a range of advisory services underpinned by best practice models and real market data.
Complexity is a major driver of IT cost (and therefore price in outsourced environments) and cost/price can rise significantly in more complex environments.
We use our benchmark databases to accurately model the market price-point for your specific services
We have a library of best practice documents and supporting playbooks that we have developed over many years, which we regularly update to reflect current best practices.
We use our tools and capabilities to accelerate our clients’ activities while also increasing the chances of a successful outcome
A large financial services organisation was embarking on a major digital transformation programme. To enable this, its information technology applications and infrastructure required significant change.
We initially engaged with the client to assist them in developing a sourcing strategy to underpin the defined business goals. The finalised strategy called for a hybrid sourcing model in which some commodity services in the infrastructure and applications space were outsourced via a market tender process while certain specific functions were retained internally, requiring skill-sets to be augmented in some areas. ImprovIT was then engaged further to facilitate and drive forward the market tender process for those areas to be outsourced.
Using our best practice library of processes, templates and methodologies, we worked to accelerate the timeline without compromising the outcome. We employ both traditional and agile sourcing approaches, evaluating each client situation to determine the most appropriate approach, and in this case it was decided with the client that the more traditional process would be best for their specific situation.
The complex and wide-ranging nature of the sourcing strategy required multiple tenders, with most tenders consisting of several lots. Initially we worked closely with our client to define the specifics of the tender process. Timelines, tender and lot structures, service specifications and selection criteria were all discussed through a series of workshops.
We then developed the Pre-Qualification Questionnaires (PQQs) and associated evaluation processes and in parallel also identified a list of potential suppliers for each tender. In scheduled and over-lapping activities, we developed the Information to Tender (ITT) document packages for each tender, which was made available to those suppliers passing the various PQQ stages.
ImprovIT, working with our client’s IT leadership and procurement functions, managed both the PQQ and ITT processes and also led the scoring and evaluation phase. Two shortlisted bidders were identified for each tender and following a final BAFO phase, providers were chosen. The overall management and coordination of the suppliers will be achieved through an agreed SIAM framework.
Our client has achieved the desired blend of sourcing; commodity services are delivered by large-scale providers while newer digital services that provide market advantage are supplied by smaller, more agile companies. In-house skills have also been enhanced to provide the necessary structure and management functions required by the retained organisation.
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