CONTEXT

The Swiss Banking Group had a significant degree of uncertainty how to define their Internet Banking strategy – also with regards to offline business strategy and the overall market development. Ginkgo Management Consultants developed the strategy jointly with the customer and created a winning and compelling value proposition which proved to be very successful.

INITIAL SITUATION

Internet Banking existed but was not clearly positioned and the role not clearly defined

Stakeholder groups required a clear strategic approach in line with the corporate strategy

GINKGO'S APPROACH

Assessed competitive landscape, competitive advantages and corporate strategy

Created strategic scenarios

Developed and evaluated strategic options

Supported the strategy selection

Defined a detailed specification of strategy on functional levels

PROJECT RESULTS

Based upon the review of market environment and the overall market development a clear strategic approach was selected which strengthened the bank’s position in the market

The Online Banking Strategy contributed significantly towards the growth in market share and customer base

CONTEXT

Ginkgo Management Consulting provided Project Management Office services for a multi-module SAP template implementation. Due to an enormous time pressure to keep the planned go-live date after changing the implementation partner, ad-hoc interventions, re-scoping and creative interim coordination were defined as part of the PMO set-up.

INITIAL SITUATION

The client exchanged the implementation partner

Project was well behind schedule

Parts of the business were unclear of their as-is processes – only fragmented to-be definitions

A creative, unconventional approach to keep the planned go-live date seemed only solution

GINKGO'S APPROACH

Defined the PMO also as “ad-hoc interim managing unit” for the project initiatives (fire fighter)

Set up a small, dedicated leadership team taking over the critical parts of the project

Negotiated on scope and approach with the business to keep the planned go-live date

PROJECT RESULTS

Based on weekly “go-live / no-go-live decision meetings” within the final preparation phase, the planned go live date could be met.

Key was the frequent direct communication to steering committee and sponsor group as well as the installation of a “project escalation forum” to divisional mgmt. outside the client organization.

CONTEXT

A leading European mobile operator had acquired a Wireless LAN (WLAN) and switchless reseller, one of the first acquisitions of its kind globally. A successful integration would take the operator beyond purely mobile services, extending its offering to business and residential wireless broadband.

INITIAL SITUATION

Highly competitive acquisition made without full due diligence process

Little to no knowledge of wireless broadband market and technologies

No expertise in running successful integrations

GINKGO'S APPROACH

Performed due diligence, analysed national and European broadband market developments

Generated strategic scenarios and future strategic outlooks, quantified and prioritised scenarios

Developed comprehensive integration plan

Identified key integration activities, interdependencies

Created new organisational structure

PROJECT RESULTS

Led the way for one of Europe’s first mobile operators to include WLAN in service offering

Became the first and most successful WLAN ISP in home market

Generated a two-year 900+% subscriber base increase and 120+% site increase

CONTEXT

A successful pharmaceutical firm had radically revised its strategic direction and developed from a concoction of individual regional companies into a global corporation. Only IT had not prepared for the new challenges, leading to substandard collaboration between IT and the functional side of the business.

INITIAL SITUATION

Reorientation of the IT department as a result of the new company direction which was particularly geared towards global market segments and Post Merger Integration programs

GINKGO'S APPROACH

Conducted focus interviews and workshops with IT and business parties regarding the future requirements and existing optimization opportunities

Developed a new working model

Adopted and implemented the model in the IT and functional business departments

PROJECT RESULTS

New orientation of the IT department (reorganization, processes, governance structures)

Development of a new concept to prioritize projects and manage their implementation and execution in IT

CONTEXT

Ginkgo Management Consulting supported the re-design of a global car manufacturer’s Supplier Management for a specific SW used by different hierarchies of the supply chain. A “New Collaboration Model” to enable global monitoring and measurement of suppliers performance and regular optimization cycles was set up.

INITIAL SITUATION

Difficulties to manage suppliers and to have a transparent picture about their performance

Limited performance incentives for suppliers

Inconsistent governance organization

GINKGO'S APPROACH

Led the specification of and agreement on a single (standardized) Service Catalogue with all suppliers – definition of few KPIs agreed by all parties

Created the contractual framework and negotiation support for procurement

Set up bonus / malus system for suppliers

Defined and launched governance (organization and processes)

PROJECT RESULTS

Global frame contracts including a unique service catalogue and KPIs were closed with all retail software providers – model was highly appreciated in the markets and roll out initiated

Central governance enabled monitoring and suppliers performance for 1st time

CONTEXT

A major manufacturing company needed to renew its Outsourcing Contract encompassing 25 different sites in Japan. Ginkgo Management designed the RFP including a vast and precise service catalog, established a vendor evaluation method and negotiated the vendor contract (as interim managers). Furthermore the vendor transition was successfully supported.

INITIAL SITUATION

IT infrastructure and application administration outsourcing contract needed to be renewed

Scope of new contract needed to be extended

Major optimization potential existed

GINKGO'S APPROACH

Restructured required services and service levels, and consolidated RFP further

Issued RFP to eight vendors; managed Q&A sessions with vendors

Lead final negotiations for more than 3 weeks

After successful contract settlement prepared service transition and supported

PROJECT RESULTS

Despite a large service scope increase the overall outsourcing contract costs were reduced by over 20%

The transition was performed without service interruptions and the new vendor has successfully taken over vendor obligations

CONTEXT

To prepare for the market entry of a new licensee in one of its key markets, Africa’s largest mobile operator launched a complete marketing turnaround project, to redefine its market position and messaging.

INITIAL SITUATION

Number two player facing new market entrant

No residential or business customer segmentation

Undifferentiated marketing messages, unclear positioning

No response strategy to third licensee

GINKGO'S APPROACH

Analysed customer needs, market trends, competition

Segmented residential and business markets

Benchmarked new market entrant case studies, developed lessons learned and best practices

Designed marketing strategy, including marketing blueprint and value proposition by segment

Realigned organisation, set detailed implementation

PROJECT RESULTS

Clearly defined customer-centric market positioning and marketing message, with partial positioning on the anticipated entry strategy of new licensee

Minimal customer churn upon market entry of third operator, significantly below market average

CONTEXT

Ginkgo Management Consulting managed the transformation and optimization of an IT Services Unit, from project mode into line organization, for a leading manufacturer. Interim operational responsibility was taken over and a new level of managerial methods was implemented.

INITIAL SITUATION

Increased impact / frequency of customer escalations regarding dissatisfactory service quality

Inappropriate capabilities of staff according to demands of the new operational tasks

Significant discrepancy of main project assumptions and a lack of personnel capacity

GINKGO'S APPROACH

Analyzed and weighed causes, symptoms and issues

Temporarily took over operational responsibility

Negotiated new service levels with suppliers

Increased staff capabilities by several initiatives

Designed and implemented new working model

PROJECT RESULTS

Accelerated main process from 6 weeks to 2½

Lead customer relations back to business-like levels

Avoided department disassembly and personnel capacity extension

Established reliable and effective management

CONTEXT

Ginkgo Management Consulting conceptualized the Shared Services Center for the APAC region of a global Fortune 100 manufacturing company and supported the initial set-up as well as the transition from 13 entities in Asia Pacific.

INITIAL SITUATION

No consistent concept in place

Intransparencies about local IT on regional level

Re-inventions of the wheel, duplicate efforts, lack of knowledge sharing and local expertise

Inherent risks (e.g. security)

GINKGO'S APPROACH

Defined concept; assessed benefits and risks

Identified relevant services, catalogue

Designed SLAs, set up service center, developed capabilities

Managed the transition of first markets and required fine-tuning, and roll-out

PROJECT RESULTS

Infrastructure services centralized to regional hub from India, Australia, Malaysia, Japan, Indonesia, etc.

Achieved cost reductions of up to 50% in some countries

State of the art quality Technologies and IT Management applied

CONTEXT

Ginkgo Management Consultants initiated and implemented project portfolio management with a major leading German automotive player in Asia Pacific - covering more than 50 projects in the APAC region.

INITIAL SITUATION

No clear overview of project situation in the region

inconsistent data about status, quality and financial situation for more than 50 projects & initiatives

Some projects had been going on for months without clear responsibilities nor progress

GINKGO'S APPROACH

Analyzed project situation: defined project charters, scope and business cases for all projects

Defined project portfolio strategy and project management processes

Made management decisions, cancelled “initiatives”

Revived critical and strategic projects

Tracked progress, quality and costs for all project

PROJECT RESULTS

Clearly defined project portfolio – including strategy, business cases and clearly defined scope

Up to date and consistent overview of situation within all strategic projects

Business & IT alignment. Regional governance and support for global IT strategy

CONTEXT

After the successful establishment of Shared Service Center in Singapore, Ginkgo Management Consulting supported the client to further drive efficiency by Near-shoring selected IT services to Vietnam. The support for this activity was comprehensive and started with the identification of near-shoring potentials and was finalized with the actual service transition to Vietnam.

INITIAL SITUATION

Shared Services Center had been successfully established in Singapore

Growing labor cost in Singapore with resource shortages in some areas created some pressure

Commodity tasks performed in house

GINKGO'S APPROACH

Prepared strategic guidelines and target parameters; identified relevant services

Selected low cost/high quality country & supplier

Lead Transition Management and definition of ITIL V3 based common processes

Managed the post transition (quality improvements, process; set up of supplier management)

PROJECT RESULTS

Infrastructure and selected application services outsourced / near-shored to Vietnamese IT service provider

Achieved cost reductions of up to 70% in some service areas

No unplanned service down-time during and after transition