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Business Computing Support & Website Development

A pragmatic approach that will enhance the well being of your organisation.

All our programme directors are certified and are
business partners with the following:

Introduction

Technology Management -technology is changing at a phenomenal rate. You have to do more with less. Market dynamics have completely changed you must set up auto process – Speed is of the essence and security is uppermost – Reduce your costs and Diversify.

  • Business IT Support
  • Operational Resilience
  • Major Transformation
  • Driving Growth
  • Deliver Lasting Change
  • Digital Marketing Strategy
  • Cyber Security
  • Communication Services
  • Business Computing
  • Infrastructure Solutions
  • Advisory Service
  • Digital Business Strategy
  • Network Solutions
  • Google Cloud Platform
  • Cloud Windows
  • Website Development
  • Network Solutions  
"Dream Believe. Do. Repeat.”

Business IT Support

Developing an IT strategy has traditionally been a cyclical process, in response to either a known technology shift (e.g., ERP systems coming to end of life) or a business-driven requirement (e.g., M&A activity, growth and international expansion, efficiency and cost-reduction programmes).

These drivers remain critically important but the advent of the fast paced ‘digital revolution’ has added new dimensions to developing an IT strategy:

An annual or multi-year cycle no longer works; you need a dynamic and responsive approach to IT strategy development

Customer interfaces are becoming ever more digitised, throwing IT into the forefront of business operations

Consumers are generating data at an astronomical rate, from which businesses can derive previously unavailable insight, and so enable customisation of their products and services

Technology is being used in different ways, to develop new products and services rather than just support business operations.

The IT function can only support this if they are truly integrated with their business customer and have the capabilities and capacity to respond quickly. As well as closer business partnering, we have seen a shift towards “bi-modal” ways of working, a merger of development and operations (“DevOps”) and an organisational shift from functional IT to product centric teams.

In many sectors, IT is fast moving from supporting the business to being the business. Not only has IT moved from a being a passive support function to an enabler of growth in recent years; it is now becoming the powerhouse of growth. And as the IT strategy increasingly sits at the heart of the business strategy, so the role of the CIO is fundamentally beginning to shift.

"Love the life you live. Live the life you love.” – Bob Marley

Digital Revolution Impact

Nearly all our clients are grappling with digital and the impact it is having on their businesses. The digital revolution is changing the demand on IT, driving new ways of thinking and a new breed of IT strategy. Some of the key themes driving these changes include:

Changing role of IT: digital is becoming a preferred route of customer interaction with the business, as well as enabling brand new products and services. E-commerce continues to grow apace, and online systems have replaced many other face-to-face activities, changing the demands on IT, and requiring a greater alignment between business and IT strategies. The digitisation of products and services that the business provides means IT is no longer confined to the traditional ‘back office’ supporting role i.e., running the infrastructure, enabling shared services and enterprise platforms etc.

IT is partnering ever more closely with the business and, in some instances, becoming embedded within the business: there is no doubt that there is a need for IT to be closer to their business customers so they can quickly react to this new and varied demand. Different organisations are reacting in different ways:

Some are putting in place/strengthening business partners who sit at the top team of the business unit they support.

Others are re-organising their IT function into product or business-unit centric teams.

And in some cases, the IT team is embedded within the business team (this particularly common in marketing departments who manage and run their own digital marketing).

There are pros and cons to each approach and the reality is there is often a hybrid of all three. Regardless of the approach, it is critical that IT creates a relationship with the business that enables them to understand the full scope of activity underway across the business and enforce core standards, but where they are flexible enough to support, host and interface with applications that are developed and run by the business as required.

Feeding data hungry businesses: 90% of the data in the world today has been created in the last two years alone. The Internet of Things, Big Data and the Cloud are all making it possible for organisations to benefit from this vast data. More importantly, the business customer has developed a strong appetite for analytics and insight: customer intimacy is required to retain existing and win new customers, while efficiencies can be driven out of a deep understanding of operational performance. This is driving new requirements in the way IT services are provided and the skills required to support them.

Development of Bi-Modal IT strategies: traditional needs for an IT function remain (e.g., End User Computing, support, service desk etc.) through the provision of a stable cost-effective base to ‘keep the lights on’. However, the inexorable move of the entire IT estate to the Cloud, including use of Software-as-a-Service (SaaS) for all core functions, is changing the role of IT to manage more by outcomes (service and supplier management), than incomes (specifying and building IT systems and infrastructure). IT functions need to be able to manage this transition to new core technology, becoming more flexible and reactive to adapt to the more immediate demand driven by the digital revolution. They also need to recognise the new skills and organisational capabilities this change demands. This is creating a need for 2-speed IT functions: one speed to manage the changing, traditional components of IT, and another, more agile speed able to cope with immediate, digital business demands.

Success in the new world needs

Technology Upgrade

These new challenges do not make the customary demands on IT disappear; they are additive. Where traditionally, an IT Strategy might focus on ‘keeping the lights on’ and/or core system development, it is now necessary to look through a third lens to enable the digital agenda. Responding to these three tiers requires different capabilities and proximity to the customer and only by considering all three, can you be successful in this new world:

‘Keep the lights on’: efficiently delivering a reliable, resilient, and flexible infrastructure and application estate. This element of the strategy will focus on delivering as low as feasible IT cost, while meeting the right SLAs for the business.

‘Developing the traditional business’:  progressing new solutions to improve the traditional core business (e.g., CRM, ERP systems). This element of the strategy will focus on traditional margin improvement IT projects centred on a robust business case and benefits realisation.

‘Enabling the Digital Agenda’: there is now the need to be responsive and flexible to accommodate the current and future digital demands and needs from the business, which may result in new digital products and services. The pace of change makes this hard to plan, so the strategy must focus on building an agile IT function capable of rapidly responding to new business demands, in collaboration with the business. Critical success factors include being close to the business with deep and strong partnering relationships and recognising the changing role of the CIO from an internal supplier focussed on technical knowledge to an outward facing leadership role defining and implementing innovative IT capabilities through engagement with and co-ordination of 3rd parties.

"The only disability in life is a bad attitude.” – Scott Hamilton

How we can help

Through our work with many of the world’s leading companies, supporting them with the development, design, and implementation of their IT strategies, we offer a compelling combination of industry and business knowledge relevant to your sector, functional understanding, technology (including digital) expertise and the transformational change know-how to make it all happen.

We help CIOs, their senior teams, and executives within the business to understand how best to move their IT strategy forward, and we work closely with them to get on and make it happen. We do not try and tell you what your strategy should be; we bring highly experienced and talented people, who work as close-knit part of your team, to help you develop the right strategy for your business with real ownership.

With our ‘low volume, high value’ model, we will not overwhelm with large teams or take months to produce results. Typically, only using one or two highly experienced and high calibre people, we can help you develop your IT strategy in just a few weeks. Above all, this is about sound judgement; doing enough analysis, engaging with the key stakeholders, and drawing on our experience to help our clients make a confident call on what’s right for them.

“Always turn a negative situation into a positive situation.” – Michael Jordan

Operational Resilience- Cyber Security

Operational resilience is the capability of organisations to continue to deliver critical services in the face of evolving threats to technology assets. The range and sophistication of cyber threats, from nation states, hacktivists, and organised criminals, is having a profound effect on how organisations achieve operational resilience. When considered alongside increasing digitisation of technology (Internet of Things) and more familiar business challenges such as dealing with legacy technology estates, it is arguably more difficult than ever before to operate as a genuinely resilient organisation.

The best response to the growing cyber security threat is not to simply bolt a cyber security function next to existing capabilities. Instead, organisations should use cyber security as a lens through which to improve overall resilience capabilities. For example, the tools, techniques, and cultural responses to cyber security can also be used to strengthen traditional business continuity capabilities.

Achieving operational resilience requires a broad spectrum of interventions, from initial strategy definition through to delivering change and continually improving. We have worked with clients across this spectrum. We have set cyber and resilience strategy, conducted health checks of ongoing resilience change projects, and helped our clients execute cyber security driven change initiatives.

"If you keep move moving The competition will bite you and if you stand still, the competition will Swallow you"

Operational Resilience

Cyber security fears have bred a proliferation of frameworks and point solutions. Too often however, these are used as silver bullets. Technology alone cannot be relied upon to deliver true operational resilience to cyber threats. When providing cyber security consulting to clients, from formulating resilience strategies through to delivering tangible change to their cyber security capabilities.

Know the business – what is important versus what is critical? What are the inherent organisational cyber security strengths and weaknesses?

Do not let great be the enemy of good – it is easy to be seduced into attempting a leap to the gold standard. Before attempting wholesale organisational change, first ask “How good are we at the basics of cyber security?” It is not glamourous, but it is essential.

Judgement over theory – with cyber security, it is impossible to analyse your way to success. True operational resilience is achieved by being pragmatic – iterating through focused thinking, delivering meaningful change in manageable steps.

People are as important as machines – too often cyber security is characterised as a technology arms race, but developing operational resilience relies as much on cultural and behavioural change within your business

Get into the heads of the decision makers – governance, organisation and ownership are everything. Effective operational resilience should come from the top down, not the side in nor as an afterthought.

By adopting these principles, which contextualise cyber security interventions, organisations will maximise the value they get from frameworks and point solutions.

How can we help?

For the last twenty years, we have been supporting our clients with their most complex, critical, and legacy leaving challenges, by deploying small teams of highly experienced people. Over the last five years, an increasing number of our clients have been turning to us to support them with their cyber security and resilience challenges. As a result, we have developed a breadth of experience in financial services, logistics, consumer goods and media sectors where we have set cyber strategy and delivered associated change programmes.

We offer our clients a range of services to tackle cyber security and operational resilience challenges:

Planning or undertaking a major transformation of your IT function, we can help.

IT transformation starts with a clear strategy, aligned to an organisational structure and operating model and great change management. On all counts, we have extensive experience. What is more, we have the independence and collaborative style to work with you to deliver a transformation that is really owned by your team, and best supports your business.

Focusing your IT on your business

We can help you change your IT function for the better. This can take in changes across a number of key areas. It often involves structural changes that enable IT to get closer to the business, and support core strategic objectives. It could mean major changes in the way IT is delivered, for example setting up IT as a shared service, changing sourcing strategy or capitalising on cloud-based services. Increasingly, it is about moving IT away from a primarily cost-driven, agenda to customer facing source of differentiation. This puts IT on the front foot – focusing the function on making the most of its potential not only to support but to drive the business forward.

Strategic foundation

When we are involved in the transformation early on, often we can add more value. To this end, we can help you set a foundational IT strategy that truly aligns with and drives your business strategy – not just in terms of technology and systems, but also in terms of your information and how to use it to make better decisions.

Organisation and Operations

Once the strategy is set, we can help you transform the structure of your IT function, for example from regional to global functional. Our work takes in organisational design, creating the operating model, selecting, and engaging suppliers and identifying new ways of working.

Managing the transformation

Drawing on our expertise in change management and our experience of successfully managing complex IT transformations, we will work with you to turn your plans and designs into real beneficial change implemented across your IT function.

Driving Growth and Reducing Costs

We understand the IT agenda, the business agenda and the information agenda and combine all three to help you transform your IT function not only to reduce costs and improve efficiency but also to drive business growth.

Deliver Lasting Change

We do not come with a ready-made answer. We tailor each approach to each situation and armed with our experience and insights from many previous organisations, we do the work with you, not to you. The results are really embedded and owned by your team. We will help you develop and implement the right solution for your business, rather than a one-size-fits-all textbook answer. A solution that not only fits your business but is owned and supported by your people and, in turn, delivers lasting change for the better.

In today’s digital world, IT is critical in driving the business forward.’