November 2012 - Major Oak Consulting

Performance Management – Front/Back Office

Client:

Multi-billion dollar fleet expense management and employee credit and debit card provider. One specialty group processes permits for truckers for 48 states. Permit turnaround time is crucial for customers.

Challenge:

Improve service levels, reduce turnaround time, improve management discipline and reduce cost.

Results:

  • Implemented enhanced call routing using existing ACD features
  • Implemented a multi-team approach to support phone and non-phone work
  • Maintained service levels while reducing turnaround time 34%
  • Delivered hard dollar savings of $650K in 18 weeks

Background:

A leader in the area of payment innovation and fleet expense management for more than 40 years relocated a specialty group from a satellite office to corporate headquarters. The new group had been unable to match the performance of the remote facility and was having difficulty managing phone and off-phone workloads. The client executive team wanted to better leverage existing technology already in place and implement best practices in performance management, call routing and process design. Faced with this challenge, the organization engaged Major Oak Consulting to lead an 18-week performance optimization initiative in the Permits department.

Project Details:

Our team worked closely with Operations to identify capacity in the group and determine the optimal structure to manage that capacity for phone and off-phone work. Major Oak partnered with supervisors, managers and senior managers to develop the workflow plan, implementing a disciplined approach to manage the floor and work through implementation and change management. Additionally, changes were made to the phone system to segment priority and non-priority calls. Major Oak developed a structured, multi-skilled agent pool being flexible enough to move between phone and non-phone work quickly and systematically. In conjunction with these management and operational changes, Major Oak added the Permits area to the state-of-the art integrated performance management system installed in a previous engagement at the client site. Following implementation of the operational changes and the performance management system, Major Oak conducted six weeks of leadership and staff training to ensure a complete understanding of the new methodologies and management tools and to ensure compliance and long-term sustainability.

The results were significant: Turnaround time (a critical client metric) was reduced 34%, while unit costs were reduced 15%.

The Major Oak Difference:

Our discovery methodology and seasoned team allowed us to quickly pinpoint the obstacles preventing the center from delivering world-class service at a competitive cost. Once the roadblocks were clearly understood, our change management expertise allowed us to work seamlessly within the organization to communicate and implement the desired change. At Major Oak we are passionate about helping our clients realize improvements in cost, quality and service.

Project Success

Major Oak completes second project for financial services company, delivering $1.2MM in hard dollar savings.

The project was comprised of two distinct processing areas. In the first area, Major Oak designed and deployed a multi-tiered agent skilling model in a combination front-office / back-office environment. The new design led to a 35% improvement in turnaround time, while maintaining service levels and reducing payroll costs 18% ($500K).

In the second area, a client services group, Major Oak redesigned the way work was received and processed, and effectively moved the organization to a shared services model. This complex effort required detailed process re-engineering and change management techniques. In doing so, Major Oak helped the organization increase work visibility, decrease turnaround times and improve CSAT. Hard dollar savings in the area exceeded 700K and the new work design model was fully assimilated before project completion.

At Major Oak, we implement positive change and guarantee results. If we don’t deliver, you don’t pay.

Risk Modeling

Client:

Fortune 50 Global Financial Services Company.

Challenge:

Establish a risk benchmarking methodology to model risk consistently and objectively across their application portfolio, raise the general awareness of risk throughout the entire organization, and leverage the model to drive funding conversations and improved decision making.

Results:

  • Performed a statistical model evaluating over 400 enterprise applications containing almost 8 million data elements from operational metrics and technological environment conditions
  • Identified applications having higher relative risk and needing further review utilizing an objective assessment method and establishing a portfolio benchmark
  • Developed detailed modeling process diagrams and instructions allowing for Knowledge Transfer (KT) and model mentoring with internal Subject Matter Experts (SME)

Background:

The ability to objectively identify application risk across a portfolio is a challenge. Funding for application risk mitigation and upgrades must be allocated in a fashion providing the largest return for the organization. Too often varied personalities, personal agendas, and incomplete application knowledge contributes to misplaced system funding decisions, placing the stability and profitability of a company at risk. Using an objective and structured methodology that leverages multiple data inputs to quantify risk can mitigate funding misdirection, improve internal associate and customer satisfaction, and optimize application investment.

Project Details:

The goal of the project was to evaluate and utilize an existing statistical risk assessment modeling tool developed in another line of business. Initially, a discovery analysis was performed to determine if the tool can be used with the available information. A detailed proof of concept was then conducted by gathering, transforming, and importing extensive amounts of operational and system environment metrics. The model was executed and the results were discussed with senior management and key application stakeholders. The entire transformation process, model calculations and model execution was fully documented. This documentation was used to explain the model to stakeholders and conduct knowledge transfer to the internal staff assigned to perform future risk assessments. Modeling results objectively identified applications needing further review. The project also included the facilitation of over 100 meetings with varied staff members throughout the organization. The analysis was able to identify application risks supporting 11 business units impacting 54,000 internal associates and 90 million clients in 60 countries.

The Major Oak Difference:

Major Oak’s team, led by a former CIO, brought expertise in IT strategy, technology management, and statistical model building. Our unique combination of skills and executive facilitation experience, allowed for the successful analysis and documentation of a complex statistical model. The results of the model provided an objective analysis that benchmarked the relative risk of each application across their entire portfolio and helped direct application investments.

 

IT Acquisition Integration

Client:

Regional Utility Company

Challenge:

Acquisition of another regional utility company and integrate disparate IT infrastructures

Results:

  • Performed exhaustive inventory of all data and voice technologies
  • Identified technology congruency and disparate integration points
  • Provided comprehensive report identifying integration requirements, recommendations, strategy, budget and timeline

Background:

A publicly held regional water system was in the process of acquiring a water utility in another state. Upon the completion of the acquisition the resulting entity would be the largest US based publicly traded utility company in the northeast. After the negotiations were nearly completed, it was necessary to determine the impact to the technology infrastructures of the two organizations upon the completion of the acquisition. Our client engaged Major Oak consultants to assist in performing a technology inventory, determine integration points and gaps, develop an integration plan with risk profiles and establish tentative timelines and budget estimates.

Project Details:

Major Oak Consulting was engaged five months prior to the acquisition date. The entire technology infrastructure for the new acquisition needed to be integrated on the final transaction date to eliminate any disruption in service to their “new” customers. Several aspects of the technology infrastructure were analyzed including internet connectivity, LAN/WAN design, WAN connectivity, email, website, network security, remote access security, system operations, enterprise/departmental applications for water operations, asset management, financial, payroll, HR, GIS, document management systems, PC/Laptop inventory, in addition to their telephony infrastructure. Major Oak facilitated meetings between the entities and provided detailed templates to gather the critical technology information. The results from the inventory were tabulated and reviewed to confirm accuracy and discuss anomalies. Detailed planning sessions were facilitated to develop plans, rank risks and establish strategy. The final deliverables included a comprehensive presentation to their senior staff to provide recommendations, set priorities and identify risks of the plan.

The Major Oak Difference:

Major Oak developed inventory and integration framework, successfully facilitated preacquisition discussions, provided current state summary and recommendations highlighting action summary, support needs, timing, risks and estimated incremental and operational costs for voice communications, data communications, data network personal computers, laptops and PDAs, operations applications, file/domain servers, email server, utility infrastructure monitoring and control systems, customer information system, asset management system, HR/Payroll and financial system. Major Oak’s involvement provided a clear understanding of the impact and risks of the acquisition and the client successfully performed the merger with no disruptions in service to their customers.

Day 2 Strategy

Client:

Fortune 50 Global Financial Services Company.

Challenge:

Develop post implementation (“Day 2”) strategy to minimize operational and security impact to the Enterprise after a $60M+ consolidation of their global communications platform including Active Directory domains, email system, file sharing, text chat, and collaborative platforms.

Results:

  • Identified and documented the cascading impacts of their Global Communication Platform (GCP) project with input from seven track leads/teams classifying 70+ projects by tracks impacted, enterprise risk and relative consequence ranking
  • Coordinated Day 2 strategy for technology infrastructures of over 40 countries having 40+ email and calendaring systems, 20+ intranets, 30+ directory structures and 35+ file sharing systems
  • Presented the next year project roadmap identifying seven initiatives comprised of 35 projects

Background:

The foundation of success in today’s business climate requires a standardized global communication and collaboration platform available throughout the entire organization. Migrating to technologies that enable global platform standards is a key step in achieving this goal. Our client, a Global Financial Services leader, acquired a competitor with offices in over 40 countries. The challenge was to build a unified global communication platform using best-of-breed technology while improving data and communication security. The client, in the midst of deploying the technology, engaged Major Oak to review the current implementation environment, facilitate discussions across implementation track leads and develop the Day 2 post-deployment strategy.

Project Details:

Initially, the client used a myriad of email and calendaring systems, desktops, intranets, directories and file sharing systems across five lines of business in over 40 countries. To minimize risk, maintenance costs and improve service, the client was implementing a $60+M global communication platform. The platform implementation involved several project tracks and departments including Change Management Support, Enterprise Infrastructure, Desktop Standardization, Collaboration Technology, HR, ERP, Database Migration, Enterprise and Line of Business Architecture, Legal, and Office/Desktop Productivity. Under Major Oak’s supervision, over 40 meetings were facilitated within and between the various track and project stakeholders (38 senior team members). The effort identified the anticipated impacts of project deliverable by tracks to be impacted, type of issues (operations, support), Day 2 strategy, enterprise risks, cost estimates, and project duration ranges.

The Major Oak Difference:

Major Oak’s team, led by a former CIO, quickly and successfully facilitated the process to gather pertinent information, classify input, rank initiative and build a strategy framework. Major Oak’s experience included intimate technical knowledge of various communication and collaboration platforms in addition to executive experience in guiding a team to a unified roadmap. This allowed the organization to better understand the cascading effects and integration points across the geographically and managerially diverse project and approach Day 2 strategically and effectively.

Data Masking

Client:

Data Security for Fortune 50 Global Financial Services Company.

Challenge:

Implementation of a Data Masking security program to mitigate risk ofdata breach of Personally Identifiable Information (PII) in non-production environments.

Results:

  • Reduction of risk in 61 applications (11 more than targeted by Board of Directors) in initial 6 months of program using data masking, process change and application sun setting techniques.
  • Program exceeded initial risk mitigation goal and was 6% under budget.
  • Established several risk management procedures and Business-As-Usual (BAU) governance framework to evergreen the program.

Background:

In today’s global integrated network environment, a data breach can be very costly to an organization and damage its brand and reputation. The average cost per event is $7.2 Million as stated in the 2010 Annual Study: US Cost of Data Breach by The Ponemon Institute. The safekeeping of client records helps sustain customer confidence and brand integrity, and is also the law. Our Client was taking steps to safeguard their data by protecting sensitive PII used in non-production environments for application testing purposes. Data masking was utilized to obscure specific data components within data stores, without altering the original production data. It ensures sensitive data is replaced with realistic but not identifiable data linked to a specific customer.

Project Details:

Major Oak Consulting was engaged to lead the Program Management Office and ensure the successful implementation of our client’s Data Masking program across 4 Business Units and 100+ program participants. A critical success factor identified by the Client was to establish a BAU governance framework to perpetuate the program into the future as a consistent and repeatable practice. Major Oak’s role included all program management reporting, managing the master project plan and issue/risk logs, facilitating steering committee meetings, RFP development, vendor evaluation, contract review for outsourced data masking factory services, directing the annual planning process, driving the development of several risk management procedures and policies, implementing a standard SDLC for Data Masking across lines-of-business, generated multi-year senior management action plan, and creating a Risk Self Assessment mechanism to identify and track total population of applications with PII, for initial and ongoing mitigation effort. Major Oak also managed the Data Masking vendor.

The Major Oak Difference:

Major Oak successfully managed the Data Masking program, reporting to our Client’s Senior Management on this project, which had Board level exposure. Major Oak’s experience, led by a former CIO who acted as both the Client Advocate and Project Liaison, allowed us to more rapidly direct the program in the appropriate direction, as well as make recommendations based on real world experience to best manage program progress while mitigating Client risk. Our efforts to establish BAU governance framework and processes allowed our Client to take over the process and end our engagement 4 months earlier than originally planned. Major Oak’s involvement allowed the project to mask 20%+ applications than targeted and deliver results far greater than originally anticipated.

Major Oak Launches New Website

The new website of Major Oak (www.majoroakconsulting.com) went live on November 7, 2012. The new website features a modern, colorful design and is divided into six sections: capabilities, approach, case studies, industries, company and leadership. The site offers a fresh look and feel that is new, improved and more focused on valuable content.

Each page provides detailed information on all aspects of the firm and the site’s user-friendly nature provides users with more efficient access to company resources. Other new functions include a news section, directions to the home office via Google maps, an improved contact us page, a link to Major Oak’s LinkedIn page and an improved careers page where you can learn more about current openings at Major Oak Consulting.

We invite you to experience the refreshing difference at Major Oak Consulting.