Our challenge was to help the shift in the ICT service landscape, including the necessary transitions such as the phase-in and phase-out of various internal and external suppliers (Verizon, IBM, DXC, Proximus, ...) while the organization itself was changing.

Therefore we needed to review and implement a pragmatic and flexible IT Service Model (ITIL based) within the infrastructure and operations department, suppliers and improve the overall manageability and maturity.

We also established several contractual frameworks with European BNP Paribas group suppliers, such as BNP Paribas Fortis, IPS-BP2I (joint venture IBM), Corporate Investment Banking (CIB), Global Telecom (GT), … One of the foundations was the alignment of IT governance & operations, including the performance reviews (KPIs) & reporting with provider’s Service Delivery managers.

Our Challenge was to establish ICT Services for the commercial organization in an effective and cost-efficient way to support the channel and product strategy.

We helped transform and organize the ICT Services for Point of Sales start-up and expansion, for multiple processes: order entry, cash register, security, … and ensuring its continued lifecycle.

An active lead in change management across multiple departments and platforms was the challenge, reviewing ideas from changes to usage in production in both project, risk and business areas. Crucial was backing project leaders in order to realize changes throughout the applications lifecycle.

We also provided advise on the design and implementation of technology (architecture, hardware, software, network, ...) and engaged business executives for roll-out and support of initiatives.

For the contribution to success we also managed external IT Service Suppliers, with a focus on engagements; business objectives, Service Level Agreements, clear and qualitative statements of work.

Our challenge was to manage all ICT related partners, suppliers and vendors, over the whole organization landscape and internal customers in order to start, sustain, improve or disband engagements and relationships.

What has been established, amongst others:

• Vendor collaboration framework
  
  
  • Establish a standardized set of agreements for all ICT engagements;
  • Embed in existing relationships and build new relationships;
  • Shape the sourcing strategy with IT Management.

• Commercial enhancements & benefits
  
  
  • Ensure commercial mechanisms are in place and prices are market conform.

• Risk reduction & compliance:
  
  
  • Avoid pitfalls / angles in vendor agreements;
  • Reduce overall risk and align to acceptable risk appetite;
  • Manage conflicts and organize effort in legal cases,

We structured the Supplier Management, enabled Service Management with contribution to the overall governance model, and balanced out the overall administrative footprint with tooling / templates. This way we could ensure the Change management to make it last in the essence of the organization. We also exceeded financial earn-back of efforts.

Our Challenge was to help transition the organization from technology centric to service orientation, amongst others to establish an agreement framework that could be mastered internally as quality indicator and which could be signed off by customers and secondary customers (shareholder) banks. This way the main e-banking product could be launched with confidence and clear targets.

Additionally we mentored an internal candidate into the position as Service (Level) Manager.

Our challenge was to build out a Center of Excellence for Sourcing, and solidify the sourcing process from a strategic level towards daily operations. Deliver on the ICT sourcing & procurement challenges over a broad organization landscape.

With the following key domains and activities:

• Assist in the realisation of an agreement framework, a set of standardised clauses that bring efficiency and a higher level of predictability in RFP process and future contracts
• Identify opportunities and negotiation strategies in current and future engagements
• Assess the maturity of contract and vendor management processes and advise on improvement and implementation
• Provide coaching on improving and innovating the day to day operations of procurement
• Assist in strategic engagements, value capture (governance & commercial) and value destruction (legal and compliance risks)

Our challenge was to assist in the acquisition and (re)negotations on strategic programs and partners, binding the different stakeholders, supporting departments and suppliers in order to guide towards clear objectives and aligned, market conform engagements.

Additionally mediate in escalations and interpretations from past engagements or practices, such as software audits.

The following activities made a contribution:

• In collaboration with the IT department of the port authority, collect the necessary information about the existing and the desired situation in order to prepare and determine the “plan of approach”.
• Guide in the preparation process, the negotiation process and finally the conclusion of new contracts or possible alternatives
  
• Provide advice in possible risk mitigation from multiple perspectives: ICT services & governance, procurement and legal.
  
• Help and work out the strategy on acquisitions with complex services, pricing / license models, SLA's and mediate in escalations, audits, ...