A Major UK bank had grown significantly through organic growth but was operating a very siloed, regional, high-cost IT support model. While a level of incident and change management was in place there was no consistent approach globally due to a lack of policy, governance, procedures, and tooling.  The bank mobilized a global change programme to implement an IT Service Management Operating Model aligned to ITIL.

Our Approach

The consultant worked with the overall programme manager, key stakeholders and functional heads to

• Establish 24×7 offshore support function
• Conduct vendor and staff selection
• Define standard service catalogue and SLAs
• Define underlying processes and process owners
• Partner with technology to select , test and implement ITSM tooling
• Define and implement training for all new staff
• Transition low touch, high volume activities to offshore function
• Establish appropriate governance for incident, problem, change and release

The major advantages reaped were:

• IT CAPEX and OPEX costs were reduced through the use of standardised, re-usable service catalogue items.
• Effective problem management implemented and number of incidents reduced.
• Standardised tooling (Remedy) deployed across all locations.
• Cost efficiency saves were realised by transitioning high volume processes to low cost locations. High volume processes were automated to improve SLAs.
• In addition local support teams were able to dedicate more time to business IT and customer satisfaction improved.