150 – 200 people
Our client is a multi-office firm of accountants, with five major offices and around two hundred staff.
The firm outsourced a large portion of its IT service provision which led to a reorganisation of internal roles and the release of some resource. The firm engaged JHAL to assist in transforming these resources from operational to tactical/strategic roles and identifying key strategic projects for the firm to undertake. This was within the framework of an on-going “CTO” engagement.
We planned visits with the internal IT project manager to each service line head, across all offices, and from these visits and interviews we collaborated and drew up a list of common goals and service-line-specific needs. We applied current thinking and technology to these, and they were then reviewed with the IT committee. From this, two lists of projects were produced: some major, firm-wide initiatives, and some minor tactical gains for individual service lines. These were costed, prioritised, and resources allocated.
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.