1. Angela
BCC
[Pick the date]
BCC Holdings
Case Study: Transition Program
BCCH is a premier consulting firm providing Strategic Alignment of IT by focusing
on adding value to the business and the optimization of IT operations.
[Year]

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CASE STUDY – INTERNATIONAL OIL AND GAS COMPANY
Overview
BCC Holdings (BCCH) was engaged by an international Oil and Gas organization to
provide Strategic IT Alignment and Performance Optimization Services. The first
goal of the project was to reduce costs and increase the value of IT to the
business groups. In addition, we were to position a strong leadership team for
the future that simplified the organization and service delivery models.
BCCH provided a custom engagement model which included taking on the role of
Interim CIO, along with providing IT leadership resources. We worked with the
customer’s executive team to understand the Corporate and Business Unit
strategies and objectives. From there, we developed a Mandate for IT. Our next
task was to do an assessment of the current organization and create an
engagement plan. This drove two parallel initiatives: the Strategic Alignment of IT
and Performance Optimization.
As a result, the customer was able to achieve significant cost reductions in both
software and headcount (over $3 million), and align their IT model with industry
standard cost models and methodologies. The value of IT to the business was
maximized through the use of our Business Value Roadmapping methodologies.
This ensured that the highest priority items which delivered true business value
were the focus of IT. In addition, the new corporate IT culture allowed for a
successful transition of leadership responsibilities back to the customer’s team
and established a model for future success.
Situation
A large international Oil and Gas company had lost confidence in the IT
department’s ability to deliver value and simplicity in applications. Issues
included inadequate leadership, direction and appropriate technology strategies
to complement the long-term direction of the organization. In addition, IT
expenditures were out of line with industry standards and the delivered business
value. These challenges began to affect the company’s ability to achieve its
corporate goals. Topics of concern also included: Governance, Innovation and
Value, Customer Management, People Management, and Performance.
Challenge
The customer’s objectives were to reduce costs and increase value of IT to the
business groups (customers), as well as develop a leadership team for the future,
and simplify the organization and service delivery model.
Industry
Oil and Gas
Customer Profile
This international Oil and
Gas organization has over
5000 employees, 2000
contractors, and has been in
business for over 50 years
Business Situation
IT was perceived as
overspending and under
delivering without
leadership and vision
Solution
BCC Holdings was chosen to
provide leadership to the IT
department while
developing a strategic
roadmap to align with the
company’s vision
Value Provided
 Alignment of IT to
corporate strategies
 Software costs reduced
by over $3 million
 Reduction of headcount
by 35%
 Contractor Pricing
alignment with industry
standards
 Alignment industry
standard cost models
 Establishment of
leadership team for
future success
Overview

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Approach and Methodology
BCCH’s engagement models are adaptive, flexible and designed for the specific
needs of the customer. For the Oil and Gas organization, we provided a custom
engagement model which included taking on the role of Interim CIO with the
intent of transitioning this role back to the customer within a one-year period.
In addition, we provided interim IT leadership resources in a variety of roles as
required.
We started by working with the executive team to understand the Corporate and
Business Unit strategies and objectives. From there, we worked with them to
develop and gain alignment on the mandate for IT for the coming year.
As part of the mandate for IT, BCCH needed to create a culture of adding value to
the business through alignment, accountability and efficiencies. We worked with
the customer’s organization to create a Cultural Paradigm Shift with the EVOLVE
IT Program and the “ENCORE” Employee Above and Beyond Program.
BCCH’s next task was to do an assessment of the current situation and create an
engagement plan. Our Assessment drove parallel initiatives: EVOLVE IT, Strategic
Alignment of IT, Business Value Roadmapping and Performance Optimization.
These initiatives delivered a foundation for the IT department to deliver success
and along with EVOLVE IT and ENCORE, created a cultural shift which in turn
delivered a more efficient and effective IT department.
Once the foundation of success was established, BCCH began execution of the
engagement to build a focused IT function, demonstrate change, and paint a
compelling view of the future measurements and risks. Our proven methodology
ensured that all aspects of IT functionality aligned with corporate and business
strategies to deliver outstanding results.
Approach

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Strategic Alignment Methodology
Understanding that IT was a mission critical piece of the customer’s organization,
the Oil and Gas company needed to ensure both alignment of IT with the business
and accountability of the department down to the staff level.
BCCH’s Strategic IT Alignment Framework was utilized to provide a full
understanding of the corporate and business unit objectives, document the core
strengths and values, and determine how success would be measured, all of
which are foundational components of corporate strategy.
We worked with the corporate executive team to gain alignment on the priorities
of the organization and create a mandate for IT. The mandate was specifically
designed to maximize the business value to the organization. The key to success
was the executive support and alignment of the corporation and all business unit
leaders.
Our EVOLVE IT and ENCORE program (described later) were utilized to ensure the
cultural paradigm shift and reinforcement of the new attitude, behavior and
engagement expectations.
BCCH worked with the IT leadership to ensure they fully understood the new
mandate and how crucial this was to the overall success of the organization. This
included understanding their individual and departmental role. This was key to
IT’s full engagement and support for the changes.
We took alignment one step further with our performance management services
by ensuring the full team was engaged through understanding their individual
contributions to IT and to the business. We worked with the customer to design
metrics that were SMART (Simple, Measurable, Achievable, Realistic, and Time
Bound), and provided value through the ability to track and report on the results,
diagnose the cause of any performance issues, and execute plans to improve.
The deliverables included departmental and individual business plans which tied
back directly to the corporate and business unit strategies. Balanced scorecards
were used to report on and evaluate performance. A performance evaluation
program was integrated into the entire program.
Our process does not end when a methodology is implemented. It is organic
which flows constantly, measuring the desired results against current conditions
and changing the direction over time to increase the results often beyond what
the target goal may be. In support of this, a new issue management process and
constant improvement processes were created.
Methodology

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Cultural Paradigm Shift
Optimization of an IT department includes more than just processes and
procedures, the cultural value system of the team is key to continued success.
BCC Holdings, in conjunction with the customer, evaluated the core culture of the
organization and IT team to determine areas for improvement and increased
efficiencies. The EVOLVE model (Excellence of Execution, Value Creation,
Organizational Effectiveness, Leadership, Vision, Expenditure Reduction) is the
result of the strategic alignment of corporate business values and accountabilities
to meet corporate strategies. It was the foundation for all of the successful
deliverables in this project and is a roadmap for future engagements for IT.
The ENCORE program was all about the people. Success of the IT department is a
direct result of the collective efforts of the professionals within the department,
which represent a variety of technology disciplines.
People within the IT department were postured for organizational transformation
with an aptitude for business, capable of leading as well as actively participating
in the planning and execution of IT initiatives from a broad corporate perspective.
Taking advantage of the expertise among the staff, they were able to change skills
profile of the firm, raising analytical capability, presenting the organization
strategic choice that advance corporate competiveness.
Business Value Roadmap
The Business Value Roadmap was designed to maximize the contribution of IT to
the corporation and business units delivering a clear path to success. It detailed
the roadmap of projects, organizational requirements, expenditures and
initiatives for IT and the business units. Its multi-dimensional analysis model
included: Corporate Value, Business Unit Value, Mandate, Departmental Value,
and Strategic Value.
Once completed, this valuable document allowed the organization to clearly
prioritize projects and identify opportunities to minimize or reduce spending on
items with a negative contribution.
The roadmap helped the IT organization embrace change and innovation while
demonstrating the leadership and value added to the organization from IT.
Methodology

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Performance Optimization
Operations are at the heart of organizational performance and in today’s
economy, continuous performance improvements are essential to stay ahead of
the curve. Our engagement identified that opportunities for improvement
existed within many facets of IT, allowing the organization to take their IT
department to the next level of performance and efficiency. We worked the
leadership to identify opportunities and provided our Performance Optimization
Best Practices and Methodologies to be adapted and customized for their
environment to deliver exceptional results.
As the goals of the organization were both financial and organizational, initiatives
were targeted at these components. It was essential that all initiatives were
aligned with the corporate and business unit strategies, provided a business case,
and were prioritized through the use of the Business Value Roadmap.
A solid business case methodology and management framework is essential to
aligning with business strategies and optimizing performance. In today’s
challenging economic environment, validating the potential return on investment
prior to releasing funding is one of the quickest ways to enhance the performance
and eliminate work without value. This also ensures that all projects are fully
aligned with corporate strategies and objectives. Our framework and best
practices were adapted and customized for the customer’s environment to
maximize returns.
Sample initiatives included:
Organizational
 Business Case Development and Rationalization
 IT Organization Rationalization
 IT Performance Management Program and KPI’s
Financial
 Cost Restructuring
 IT and Business Applications Rationalization
 IT Procurement and Contractor Rationalization Program
 Vendor Contracts and Maintenance Contract Rationalization
 Data Center Rationalization
 Storage Planning and Effectiveness
 Back-up Recovery and Disaster Recovery Planning
 Project Management Costing
 Organizational Data Stewardship Programs
Please contact BCC Holdings for a further review of these initiatives.
Methodology

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Business Value Results
The original challenge for BCCH was to twofold: 1) Organizationally - to develop a
leadership team for the future, and simplify the organization and service delivery
model; 2) Financially – to reduce costs and increase value of IT to the business
groups (customers).
The organization now has a strong leadership team with a defined mandate which
are foundational elements for their future success. The Business Value Roadmap
provides the entire team with the priorities and initiatives to ensure that IT is
maximizing the return to the business. The organizational strategies are now
aligned with the department, and individual goals and objectives.
Within the first year, the hard cost savings more than paid for the entire project.
This does not include the strategic and business value that IT now adds to the
organization.
Results included:
Organizational Results
 Smooth transition from BCCH to Customer’s Leadership Team
 Strong Leadership and Foundation for Future Success
 Alignment of IT with Corporate and Business Unit Objectives
 Alignment of IT Mandate
 Business Value Roadmap Alignment
 Alignment of Individuals with Role and Objectives
 Enhanced Professional Development and Bench Strength
 Increased Trust in IT Initiatives from Executives
 Enhanced IT’s Contribution to Organizational Success
Financial Results
 Reduction of 35% of the Customer’s Contractors and Full Time Staff
($1.9 Million First Year)
 Decreased Software Contract Renewal Costs (over $ 3 Million First Year)
 Alignment of IT Cost Models to Industry Standards
 Increased Efficiencies within IT while Reducing Costs
 Maximized the Investment in New Systems and Applications
 Significant Reduction in Back Office Requirements
 Maximized Return on Investment for Business Units and Organization
Please contact BCC Holdings for a further review of the results.
Results
“The project more than
paid for itself in hard
savings in the first year
and the benefits to the
organization have been
substantial..”

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Customer Feedback
“(BCCH) successfully met these challenges by effectively coordinating different
groups including management, HR, vendors, and staff. Through the
establishment of key advisory and working groups, (BCC Holdings) helped create
the critical alignment of the various business units required to address the
specific ERP and infrastructure weaknesses, and determine corporate priorities
for IT projects moving forward.
“More specifically, (BCCH) developed a series of business strategies designed to
minimize security and governance risks, establish a new vision for HR, and
ultimately build a service-focused IT department. This new IT group would be
led by a dynamic management team focused on long-term goals and strategies
for future growth, and the development of leadership potential.”
- Chief Financial Officer
“(BCCH) took on this challenge with an extraordinary degree of energy, passion
and professionalism, and fully met the terms of reference for the assignment.
(BCCH) brings a strategic focus and deep understanding of what is required to
ensure IT delivery is both efficient and value adding.”
- Chief Operating Officer
“(BCCH) faced a demanding role in a challenging period. (BCCH) overarching
assignment was to improve the value generated by IT - the delivery of enhanced
service levels at reduced cost. (BCCH) met this challenge through more efficient
vendor delivery and internal staff rationalization. Implementing these initiatives
was successful and conducted respectfully with professionalism and equity.
Whilst not anticipated during his tenure, he identified and remedied a data
archival and recovery gap.”
- Senior Vice President
BCC Holdings Offer to You
We would be pleased to engage with you and your senior team for 2-4 hours
to determine if the EVOLVE program or portions of it could benefit your
IT department.
Sample Customers
(ZI Corporation is now Nuance) (Control-F1 is now CA)
Feedback
For more information about BCC
Holdings products and services, call
the BCC Holdings Sales Information
Centre at (403) 209-3297 or visit
our website at
http://www.bccholdings.ca
The descriptions of other companies’
products in this proposal are
provided only as a convenience to
the reader. BCC Holdings cannot
guarantee their accuracy, and the
products may change over time.
Also, the descriptions are intended
as brief highlights to aid
understanding, rather than as
thorough coverage. For authoritative
descriptions of these products,
please consult their respective
manufacturers.
This document is for informational
purposes only. BCC HOLDINGS
MAKES NO WARRANTIES, EXPRESS,
OR IMPLIED, IN THIS DOCUMENT.
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All rights reserved.
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their respective companies
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