Postmerger Integration—and Carve-Outs. In the case of a merger, the selection and simplification of future IT landscapes and IT organizations must be strongly driven by the logic of the merger and are key contributors to its overall speed and success. To help keep the business running while realizing synergies, retaining key IT talent, and supporting the new merged operation model and growth potential. In the case of a carve-out (that is, the divestiture of a business), there is a range of strategic and technological decisions regarding IT that need to be made—for instance, regarding system selection—not only to keep the business running but also because these decisions have implications far beyond the realm of IT itself, hence to optimize these choices so that the company can maximize the realized value of the transaction.
IT in Operational Transformation. The introduction of new technologies, major new IT systems, or IT-enabled innovations can be a catalyst in the transformation of an organization's processes and organizational setup, as well as the way employees work and engage with customers. We help align IT priorities to the transformation target and develop consistent, achievable road maps and migration approaches.
Program Management Office.Ensuring that IT priorities are aligned with business priorities while providing a comprehensive toolbox of the processes, structures, and skills that are required in leading large projects to a successful outcome.
Project Recovery. Many large IT projects fail to deliver on time, on budget, or to user expectation. Failure can be prevented if early warnings (such as milestone slippage) are identified and addressed promptly. ISBC provides field-tested staff to realign project outcomes with business needs and re-sequence activities to deliver outcomes on time and on budget.
