Quint Group

Using QuintQuest Assessment to align-strategies and optimize IT Service Management implementation

Singapore’s second largest info-communication organization and the sole operator delivering a full range of information, communications and entertainment services over fixed, cable, mobile and Internet platforms has invested in an IT Service Management Tool to support and improve their ITIL processes. However they quickly realized with only a tool implementation, it would not bring them the required improvements and benefits. Therefore before moving forward they sought professional advices on where they should start and how they could optimize the tooling to achieve results.

Multi-dimensional approach in IT organizational improvement pays off

Our client, a large institution within the social securities environment, was facing the challenge of privatization. For its IT department it meant a shift from internal to external clients with all its consequences for services, management, organization and personnel.

Improved effectiveness of ITIL® implementation using the QuintQuest Assessment Tool

Our client, a bank belonging to the world’s top ranked financial institutes, wanted to reduce costs by consolidating its back office activities within the Latin-American region. A large part of this major change program was the migration of Operations and IT data processing from several South American countries to Mexico. A new organizational unit was founded to incorporate the consolidated activities.

Organizational improvement can be more effective than adding hardware

Our client, the IT organization of an international banking and insurance conglomerate, was facing major issues with its test and acceptance environments. The bottlenecks were considered to be primarily in the capacity of the available environments.

Inventory, consolidation and renegotiation of IT contract portfolio lead to 20% cost savings

Our client, a large international company in the flexible workforce industry, was facing a shrinking market and was seeking for ways to cut costs. The reduction of IT spending was one of the highest priorities. IT management had lost the control on the IT contract portfolio due to the history and growth of the company. Contract values, contract periods and conditions were hardly known and could only be evaluated per contract.

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