Organizational Transformation for efficient IT Services and increased Profitability

IT solutions

rent-a-manager® Capacity:

Mr.M. U.

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  • Customer:

    Confidential

  • Role:

    Head of Delivery Operations

  • Location:

    Germany

  • Turnover:

    80m EUR

  • Time frame:

    15 months

  • No. of employees:

    800

About the Customer

A recently formed local subsidiary of a 5bn US$ global enterprise, focused on IT Services for the
German market. This unit combined the delivery people from 2 external companies following a
carve-out and provided a diversified offering of the corporation in Germany. The subsidiary started
out with a backlog of existing Managed Services contracts, most of those provided towards a single
customer with declining business in Europe. Initial steps to establish the updated portfolio in the
market had been taken and strategies for growth were discussed.

Testimonial from Сustomer

Mr. M.U.’s cross-industry expertise of business processes combined with a solid technical
background makes him an excellent communicator at all levels with the customer as well as his team,
peers and superiors. He provides leadership and guidance to the team handling uncertainty and
multiple priorities with superb results.

His contributions to prepare a long-term transformation strategy created a foundation for team
engagement and commitment. Moreover, Mr. M.U. turned strategy and concepts into actionable
items and drove his team to measurable success.

Situation (Challenge)

The company was financially underperforming compared to the business plan and struggled with
staff motivation. Revenue was declining continuously, long staff tenures made job cuts prohibitively
expensive and associates showed limited flexibility towards Change; backed by a strong workers
council. Some recently won new customers complained about service quality and expected reliable
timelines for resolution of the issues.

Solution (Achievement)

A quick initial analysis gave Mr. M.U. a basis for immediate actions to address key challenges like the
delivery issues with the customers. Through close collaboration with the team and openly
approaching customers, he quickly was able to re-build trust by taking clear ownership to get the
issues resolved. He also engaged with team leaders and associates communicating the future
direction and focus of the company and initiated actions to implement smaller changes. Some
actions to reorganize teams and adjust business processes started to show positive results a few
months down the engagement. Mr. M.U. spend a lot of time engaging with the team and various
customers identifying opportunities to support business growth as well as challenges before they
became larger issues. He creatively overcame constraints building reliable KPIs to improve and
automate key workflows, e.g. improved utilization of staff or financial customer performance data
that was used to remove loss making engagements.

Mr. M.U. worked in a hands-on manner which challenged and supported the team to see and
address challenges. His collaborative style was key to improving staff motivation without shying away
from decisions as required.

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