Case Study – Resource Reorganisation


Accountancy Firm

Business Size

200 people


The Client

Our client is a multi-office firm of accountants, with five major offices and around two hundred staff.


The Engagement

The firm wanted to outsource “mundane” IT functions, to better focus its internal resources on more innovative and value-added projects.

The firm engaged us to assist in building an IT roadmap, identifying key strategic projects for the firm to undertake, and help in the transformation of internal resources from operational to tactical and strategic roles to assist in delivering these projects.


Our Approach

We determined the capabilities the internal IT team would need and assessed any gaps they had in achieving these. We provided mentoring and training to bridge this gap.

We then worked with the internal IT team to meet with each service line, across multiple offices (virtually and in-person), and from these visits and interviews we worked together to drew up a list of needs.

We reviewed these, combining internal experience with our industry knowledge and arranged them into a consistent IT framework. We formed an IT committee across the firm combining service line experts, finance and others into a fully mandated group that could prioritise and authorise projects.

We then produced two lists of projects: major, firm-wide initiatives, and minor tactical gains for individual service lines. These were costed, prioritised, and resources allocated.


The Result

There were four positive results from this exercise:

  • The service line heads had a new appreciation of the IT function within the firm, recognising it as a force for constructive engagement and improvement rather than a “say no” department.
  • The internal resource found new skills and confidence in themselves and in their relationship with professional staff from working alongside us and interacting with colleagues in ways they’d never considered possible.
  • The partnership gained a broad appreciation of the major projects that the firm needed to undertake, with a realistic notion as to risk, costs and timescales as well as resource requirements. These were compared to the firm’s overall strategic commercial goals, aligned as needed, and then adopted with confidence.
  • The process bound together partners from different service lines in a cross-firm co-operation that delivered benefits beyond the projects themselves.
  • Projects were delivered and real progress made and maintained within an overall IT strategy.
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