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TRANSITION OF 
AUTONOMOUS 
REGIONAL IT TO 
PROVIDING A 
GLOBAL 
PLATFORM 
Dave Jones - CIO
TRANSITION OF AUTONOMOUS REGIONAL IT / IS 
TO PROVIDING A GLOBAL PLATFORM 
Cape plc © 2013 
Agenda 
• About Cape 
• The IT...
Cape plc © 2013 
Cape is an international 
leader in the provision 
of critical industrial 
services principally to 
the e...
UK, Europe & CIS 
Employees 
5,100 
Adjusted revenue 
£361.1m 
2012: £367.2m (-1.7%) 
Adjusted operating profit 
£31.9m 
2...
Our aim is to be the market leader for our core services in each of our chosen markets 
Cape plc © 2013 
Our strategy 
5 
...
Cape plc © 2013 
The IT / IS Issues and Challenges 
Asia Pacific 
Employees 
2,800 
Adjusted revenue 
£133.2m 
2012: £215....
Cape plc © 2013 
The IT / IS Issues and Challenges 
Asia Pacific 
Employees 
2,800 
Adjusted revenue 
£133.2m 
2012: £215....
Our aim is to be the market leader for our core services in each of our chosen markets 
Cape plc © 2013 
Our strategy 
8 
...
Current State – Domains / Messaging Systems 
Cape plc © 2013 
• What we have now? 
– 10 E-mail domains 
– 3 OCS / Lync env...
Cape plc © 2013 
What we proposed to do……. 
Implement 
Global MPLS 
Network 
• Procure and implement a Global wide area ne...
Cape plc © 2013 
What we proposed to do……. 
Operational 
Excellence 
• ‘On Site’ Programme – standardisation of processes ...
Cape plc © 2013 
And why - Business Case 
12 
1. The state of Global IT can be better managed with a global IT Master Plan...
What did we do... IT Mission Statement 
The Mission of Cape’s IT Group is to actively support the implementation and execu...
What did we do… Defined Global IT Team Structure 
Cape plc © 2013 
CIO 
Head of Global Infra. 
Technical Services Manager ...
What did we do… Prioritised projects 
Cape plc © 2013 
Implement 
Global MPLS 
Network 
• Procure and implement a Global w...
What did we do… Prioritised projects 
Cape plc © 2013 
Operational 
Excellence 
• ‘On Site’ Programme – standardisation of...
Business Outcome…. State of the Group Summary 
Cape plc © 2013 
• Office 365 environment, One Domain – 
Exchange, Lync, Sh...
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Dave Jones, CIO at Cape Plc - Transition of Autonomous regional IT to Providing a Global Platform

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Dave Jones, CIO at Cape Plc presented at CIO Event Europe in September 2014

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Dave Jones, CIO at Cape Plc - Transition of Autonomous regional IT to Providing a Global Platform

  1. 1. TRANSITION OF AUTONOMOUS REGIONAL IT TO PROVIDING A GLOBAL PLATFORM Dave Jones - CIO
  2. 2. TRANSITION OF AUTONOMOUS REGIONAL IT / IS TO PROVIDING A GLOBAL PLATFORM Cape plc © 2013 Agenda • About Cape • The IT/IS Issues and Challenges • What we proposed to do, and why….. • What did we do? • Outcome
  3. 3. Cape plc © 2013 Cape is an international leader in the provision of critical industrial services principally to the energy and natural resources sectors, offering a range of multi-disciplinary services throughout the lifecycle of large secure industrial assets About Cape - Cape in brief • Established in 1893. • Over 18,000 people working across 21 countries. • Full year 2013 adjusted revenue £697.1m. • Our multi-disciplinary service offering includes access systems, insulation, specialist coatings, refractory linings and a range of specialist services including environmental services and storage tank construction and maintenance. • Our international coverage extends from the UK, Europe & CIS, to the Middle East, North Africa and Asia Pacific. 3
  4. 4. UK, Europe & CIS Employees 5,100 Adjusted revenue £361.1m 2012: £367.2m (-1.7%) Adjusted operating profit £31.9m 2012: £40.0m (-20.3%) Cape plc © 2013 Significant international footprint Asia Pacific Employees 2,800 Adjusted revenue £133.2m 2012: £215.5m (-38.2%) Adjusted operating profit £1.5m 2012: £1.2m (+25.0%) MENA Employees 10,200 Adjusted revenue £202.8m 2012: £163.3m (+24.0%) Adjusted operating profit £19.8m 2012: £(1.1)m 4
  5. 5. Our aim is to be the market leader for our core services in each of our chosen markets Cape plc © 2013 Our strategy 5 Phase 1:Stabilise and provide platform for future growth ► Become embedded Phase 2: Optimise and grow Operational excellence Customer intimacy Balanced business Broaden portfolio ► Common tools and processes Strategic objectives ► Talent development ► Sharing of best practice ► Sharing of resources ► Improved management information ► Consolidated procurement ► Continuous improvement of processes ► Optimisation of asset deployment ► Better understand our key clients with our clients’ organisations ► Proactive account management ► Provide expert advice to clients for our range of critical services ► Provide project and programme management as part of our service offering ► Steadily grow our maintenance business year-on-year ► Establish a core maintenance base in our key geographies ► Targeted expansion into high-growth and emerging markets Geographical expansion ► Maximise our position in our existing markets ► Expand our range of critical services into additional specialist areas ► Offer the full range of existing services across existing geographies
  6. 6. Cape plc © 2013 The IT / IS Issues and Challenges Asia Pacific Employees 2,800 Adjusted revenue £133.2m 2012: £215.5m (-38.2%) Adjusted operating profit £1.5m 2012: £1.2m (+25.0%) 6 • Up until June 2013 each region operated independently from an IT / IS perspective. • No leadership or group direction on any IT / IS matters. • In January 2013 following the introduction of a new CEO and a CFO a Group wide IT / IS Review was ordered by the CFO. IT/IS Actually running autonomously in 5 Regions, UK, CIS, MENA, Asia and Australia
  7. 7. Cape plc © 2013 The IT / IS Issues and Challenges Asia Pacific Employees 2,800 Adjusted revenue £133.2m 2012: £215.5m (-38.2%) Adjusted operating profit £1.5m 2012: £1.2m (+25.0%) 7 The review addressed key areas and found: • Network Infrastructure – 104 sites connected to Regional Networks – Limited connectivity between regions – Multiple service providers, many sites unmanaged, No SLA’s for return to service • Office systems – 10 E-mail domains – 3 OCS / Lync environments – Regionalised data / Fileservers – 3 SharePoint instances (Intranet / CMS) • Business Systems – 11 ERP (finance) systems, (e.g. SAP, Pronto, Sage AccPac, Sage 200, Sage 500 – 12 Payroll systems, (e.g. SAP, ADP. Interact, Sage Payroll) – 10 HR systems – Multiple Asset Management tracking • IT Organisation – Vastly different levels of IT / IS service maturity in different regions – Some regions ‘break fix’ others adding real business value • State of the Group Summary – No IT strategy or plan – No group-wide policy or management – Chaotic, random, priorities and development – Regions at different levels of capability – Duplication of effort – No standardisation in systems – No integration/interaction
  8. 8. Our aim is to be the market leader for our core services in each of our chosen markets Cape plc © 2013 Our strategy 8 Phase 1:Stabilise and provide platform for future growth ► Become embedded Phase 2: Optimise and grow Operational excellence Customer intimacy Balanced business Broaden portfolio ► Common tools and processes Strategic objectives ► Talent development ► Sharing of best practice ► Sharing of resources ► Improved management information ► Consolidated procurement ► Continuous improvement of processes ► Optimisation of asset deployment ► Better understand our key clients with our clients’ organisations ► Proactive account management ► Provide expert advice to clients for our range of critical services ► Provide project and programme management as part of our service offering ► Steadily grow our maintenance business year-on-year ► Establish a core maintenance base in our key geographies ► Targeted expansion into high-growth and emerging markets Geographical expansion ► Maximise our position in our existing markets ► Expand our range of critical services into additional specialist areas ► Offer the full range of existing services across existing geographies
  9. 9. Current State – Domains / Messaging Systems Cape plc © 2013 • What we have now? – 10 E-mail domains – 3 OCS / Lync environments – Regionalised data / Fileservers – 3 SharePoint instances (Intranet / CMS) • What we should do? – Consolidate to 1 domain – capeplc.com • Why should we do it? – Improve group collaboration. Consolidate Hardware. Consolidate Software. Reduce operating costs. – Provide environment to share Enterprise applications, e.g. SharePoint, internally developed .Net systems, ERP. – Standard platform, easier integration for future acquisitions, improve security, policy execution. • How do we do it? – Join the domains to begin sharing resources. – Participative approach to migrate all regions to one domain. • Timescales – Implementation, phased to coincide with Regional projects and priorities. 9 Strengths Weaknesses • Local infrastructure supported by Regional IT Teams – local knowledge. • Duplicated hardware, software and cost to support multiple domains. • Barrier to group wide best practice and collaboration. • Barrier to deployment of standard solutions and business applications across the group. Opportunities Threats • Consolidate to one domain • Reduce Hardware and software costs. • Improve group wide collaboration and best practice. • Foundation for deployment of group wide business applications. • Improve end user experience, particularly when moving around Cape regions. • Provide standard platform to allow group wide IT support and remove Regional dependencies. • Provide a standard environment to integrate future acquisitions • Essential enabler for rigorous global compliance. • Cost to deploy • Time to deploy – Detailed technical assessment required for current domains and applications to assess the complexity of migration projects • Local resistance – Cape • Potential disruption to business as usual during migration process
  10. 10. Cape plc © 2013 What we proposed to do……. Implement Global MPLS Network • Procure and implement a Global wide area network across all Cape Regions • Results in more, secure, resilient, easier to manage, access any resource from any location • Foundation for IT/IS Business objectives Migration to ‘One Domain’ • Migrate from multiple e-mail domains, File sharing, OCS/Lync, and SharePoint environment to single capelc.com domain • Results in improved communication and collaboration between all Cape regions and business units • Foundation for Operational Excellence initiatives Implement Group Wide IT Helpdesk • Select and implement standard IT Helpdesk solution for the group • Results in common helpdesk system in place for all Cape users • Enabler for ‘follow the sun’ support and enhanced Group IT support service Group wide DR/BC Policies • Implement Group wide Disaster Recovery Business Continuity solutions • Regional Data centres / cloud solutions • Reduce risk of IT Failure not supported by adequate Regional DR Standard Compliance Models • Implement Group wide IT standards, compliance and reporting systems • Results in improved IT security and operational excellence through selecting the best regional IT solutions and implementing across the group 10
  11. 11. Cape plc © 2013 What we proposed to do……. Operational Excellence • ‘On Site’ Programme – standardisation of processes outside ERP application, e.g. .Net systems • 20/20 – standardisation of Project Delivery systems Communication • Implementation of new Cape Intranet on capeplc.com domain • Results in group wide information portal, Centres of excellence Regional MIS Projects • Drive Innovation / Best practice. Electronic scaffold inspections, Electronic timesheet uploads and approvals • Replacement of Legacy systems such as, removing risk of unsupported systems Standard Compliance Models • Improved Software development and implementation policies • Results in ensuring software development and implementation following best practice, removing ‘rogue’ regional solutions 11
  12. 12. Cape plc © 2013 And why - Business Case 12 1. The state of Global IT can be better managed with a global IT Master Plan encompassing the Global and the complementary Regional Infrastructure. 2. With one Group IT organisation, IT Projects are only implemented ONCE and rollout many times globally, 3. Group IT resources will be placed at areas where the business needs most resources, Security and other Governance matters are centrally managed and address with ONE STANDARD for Cape. Standardisation of IT with Simplification Financial Saving through Standardisation Enable the Business to Deliver Operational Excellence 1. Reviewing regional IT projects at a global perspective allows better process alignment the business. Regions can learn from each other when IT automates the process globally. More volume = more saving = better ROI. 2. Global implementation of IT projects allows for cost sharing across regions. When all regions adopt ONE system, the cost of implementation (and the cost per user) drops drastically. 1. Consolidated directories enable standard tools and processes to be implemented across the business. 2. IT Standardisation provides the platform for driving Operational excellence, best practice and innovation, by connecting people, knowledge and ideas.
  13. 13. What did we do... IT Mission Statement The Mission of Cape’s IT Group is to actively support the implementation and execution of the Group’s Strategy through the efficient and effective deployment of the group’s global IT resources. These resources will be mobilised and managed to provide all users with the same access, functionality and support wherever they are in the organisation in a standard, reliable and cost effective way. The IT Infrastructure Team will provide a reliable, accessible, resilient network and delivery all hardware and office applications in a standard format, providing 24/365 support, and capitalising upon economies of scale for procurement and utilisation wherever appropriate. The IT Applications Team will support users to select, implement and develop all the core commercial and technical business applications of the group in an unmodified, globally standardised and scaleable manner. Cape plc © 2013
  14. 14. What did we do… Defined Global IT Team Structure Cape plc © 2013 CIO Head of Global Infra. Technical Services Manager Helpdesk cum EUC Manager Security & Compliance Manager Tech & Operations Lead (Global) IT Ops & BCP Engineer Deputy Team Lead 1st Line Engineer (FE & AU x 2) Security & Compliance Analyst 1st Line Engineer (MENA x 2) 1st Line Engineer (UK & CIS x 2) 2nd Line Engineer (FE & AU x 1) 2nd Line Engineer (MENA x 4) 2nd Line Engineer (UK x 2) Tech Engineer (MENA) Tech Engineer (FE) Project Lead Staff Count - 9 Staff Count - 16 Staff Count - 2 Staff Count – 29 (including CIO and Head, Global Infra) Tech Engineer (CIS) Project Engineer #1 Project Engineer #2 2nd Line Engineer (CIS x 1)
  15. 15. What did we do… Prioritised projects Cape plc © 2013 Implement Global MPLS Network • Procure and implement a Global wide area network across all Cape Regions • Results in more, secure, resilient, easier to manage, access any resource from any location • Foundation for IT/IS Business objectives Migration to ‘One Domain’ • Migrate from multiple e-mail domains, File sharing, OCS/Lync, and SharePoint environment to single capelc.com domain • Results in improved communication and collaboration between all Cape regions and business units • Foundation for Operational Excellence initiatives Implement Group Wide IT Helpdesk • Select and implement standard IT Helpdesk solution for the group • Results in common helpdesk system in place for all Cape users • Enabler for ‘follow the sun’ support and enhanced Group IT support service Group wide DR/BC Policies • Implement Group wide Disaster Recovery Business Continuity solutions • Regional Data centres / cloud solutions • Reduce risk of IT Failure not supported by adequate Regional DR Standard Compliance Models • Implement Group wide IT standards, compliance and reporting systems • Results in improved IT security and operational excellence through selecting the best regional IT solutions and implementing across the group 15
  16. 16. What did we do… Prioritised projects Cape plc © 2013 Operational Excellence • ‘On Site’ Programme – standardisation of processes outside ERP application, e.g. .Net systems • 20/20 – standardisation of Project Delivery systems Communication • Implementation of new Cape Intranet on capeplc.com domain • Results in group wide information portal, Centres of excellence Regional MIS Projects • Drive Innovation / Best practice. Electronic scaffold inspections, Electronic timesheet uploads and approvals • Replacement of Legacy systems such as, removing risk of unsupported systems Standard Compliance Models • Improved Software development and implementation policies • Results in ensuring software development and implementation following best practice, removing ‘rogue’ regional solutions 16
  17. 17. Business Outcome…. State of the Group Summary Cape plc © 2013 • Office 365 environment, One Domain – Exchange, Lync, SharePoint • Mature, stable, simplified and standard IT Environment • Providing a robust platform to support Innovation and OE • Continuous improvement, driven by the Business and Steering Committee • Adding value to the business 17

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