This multi-billion dollar professional services company was using various software applications (some considered “best-of-breed”) across its worldwide operations. Many of its core business processes were not utilized globally and manual and dual/triple entry was demonstrated at various sites and in various functional areas. The company also was struggling with the issue of “sole dependency” on a single employee that understood the architecture and reporting of the legacy systems. In order to continue providing outstanding service to customers while growing through acquisition, management knew that it needed Panorama to modernize its systems and business processes.
- Outdated legacy systems
- Multiple, non-integrated systems
- Exponential organic and M&A growth
- Siloed ERP systems and operations
- Nonconforming global business processes
- Manual business processes
- Dual or triple entry on certain processes
The company chose Panorama to evaluate its current core processes and provide a three- to five-year corporate IT strategy. Panorama was specifically engaged for its core competency of organizational change management in ERP implementations.
- Defined current business processes, pain points, opportunities for improvement and system strategy and produced a roadmap for the next three to five years
- Developed organizational readiness assessment to identify potential barriers to change
- Conducted organizational change management and communication needs analysis and activities
- Evaluated technical infrastructure and produced an IT strategy and roadmap to complement the overarching system strategy
Measurable Business Results
The Panorama team of IT strategy, organizational change management and business process management experts provided the company with the insight needed to determine an enterprise-wide strategic plan to achieve benefits and ROI from both IT and process improvement perspectives.
Highlights of Results
- Identified operational savings opportunities of 29-percent of total labor costs
- Identified more than $2 million in annual operating and capital cost savings following implementation