Establishment of a shared IT management services center

The challenge

The client was a CAC 40 Group dedicated to corporate services and the goal was to construct a single pan-European IT systems and networks structure. The Group wanted to streamline and reduce the costs of its support functions. The IT CSP project affected 300 people in the Group across three countries. The assignment involved setting up and coordinating this project to support the Group’s IT Director and Project Director. The project team was made of company employees, led by a Globalise project manager. Our brief was to bring together internal employees to develop and implement the project and to lead the IT Shared Service Centre project in an international and multi-subsidiary context. The ultimate goal was to rollout CSP to all relevant entities, with a particular focus on internal communications.

The solution

After a preliminary phase involving putting together the project team and selecting service providers, the project was eventually launched under the supervision of the Globalise manager. For France, three target cities were selected: Nantes, Lyons and Paris. 300 people were affected, 50% of which were service providers. Globalise succeeded in bringing operational managers together behind a common goal to encourage them to adopt this “sharing and pooling” approach. We also overhauled the infrastructure, which involved consolidating 2,000 servers, defined a Service Level Agreement and completed the change management task in collaboration with operational staff and the IT Departments.

The results

The project was carried out in accordance with the projected schedule. This success led the client to make this new approach a model for Group cooperation through an internal communications campaign. The assistance provided by Globalise was decisive in finalizing stratification of the approach, including system architecture, structuring of the network, depth of service acceptable for each function, organization by function/business line, modulation of service levels, upgrading of development resources and planning how to “sell” the changes internally. Among the numerous benefits achieved were operational excellence, simplification of processes, securing and protection of data, sharing operational best practice and reducing costs by pooling services.

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