The Challenge The CIO of a Fortune 500 wholesale club chain was concerned that a plan to evolve the IS organization into a more customer-focused entity had an unintended, negative effect on project and change execution. He observed vast inconsistencies...
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The Challenge The CIO of a big box retailer was seeking to improve the productivity of his IT organization. Existing SDLC and change management procedures provided an adequate framework for project and change execution, but lacked formality in the areas...
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The Challenge A world-renowned designer, manufacturer, distributor, and retailer of fashion and luxury goods was preparing to roll out a new, global point-of-sale solution. With nearly 280 stores in 37 countries, the implementation posed some complex, daunting challenges. Procedural inefficiencies,...
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