We measure our success by our clients'
Our accomplishments are working behind the scenes to help our clients achieve results – and honors.
We do not seek headlines, and love it when the hard work of our clients is publicly acknowledged.
Here is an indicative list of accomplishments our clients have earned:
For several years in a row two of our clients have been selected as CIOs of the Year by Wall St. and
Technology Magazine, and we were the only consulting firm to both of them.
- We have been a long-time consultant to a leading computer systems developer and manufacturer. Some of its clients noticed that it had doubled revenue–and net income–in a nine year
period while keeping employment level! When the manufacturer's clients asked how to get some of that
productivity, our client said that it had had the help of a consulting firm and recommended us to its clients.
- We worked with the delivery assurance team of a large, global applications outsourcing firm. (Click the logo and page down to 2002 to read about the Balanced Scorecard Process) Its contracts
guarantee savings. In order to calculate the savings that will be promised, we helped our client develop an
enterprise measurement system. That measurement system won the highest technology award world-wide, in a firm
employing 60,000 people. It combines the technologies of analytical hierarchy process, goal/question/metric, the
SEI metrics checklists, Implementation Management Associates' Accelerating Change Method, Balanced Scorecard, and
Tufte's visual explanations.
- Led the Information Technology component at a no-load mutual fund investment company in a $18 million project
to outsource the transfer agency functions. The program touched all parts of the business. The project had
originally been led by an in-house staff member, but the project foundered and we were engaged. The project was
implemented on time with eight million customer accounts successfully converted. It was a "bet the company"
- Managed a program to implement a web-based financial advice tool for a large mutual fund company. Established
a cross-business functional Program Office to plan and control the implementation. Recommended the use of a "Model
Office" for testing and validating the system prior to implementation and then managed that function. The project
had crushing deadlines and was the first web-mostly application in this organization. This, too, was a "bet the
- Pioneered methods for deriving precise statements of required applications architectural qualities from more
general descriptions of business needs, strategies, and capabilities, for using those requirements as the basis
for an assessment of current gaps, for describing an improved "to be" architecture, and for developing a plan for
the phased introduction of architectural improvements. This has broken a stalemate in many of our clients between
Marketing/Sales and Technology. It has begun a mending of the structure and communication among stakeholders in
our client firms, often to striking effect.
- Specialize in helping organizations that have as their strategic imperative innovation or customer intimacy.
This is an under-served community and the SEI CMM and CMMI are mostly silent on those areas. Convened the
first-ever Customer Intimate Systems Providers Summit. Have tailored improvement models, most notably the SEI CMM
and CMMI, and even have performed improvement efforts by "stealth," in which the improvement model was not
revealed in an effort to keep the initiative internally-focused. Our focus on innovative and customer intimate
organizations gives our clients a framework for improvement that is strongly aligned with their business goals.
- Some of our clients have been fed-up with consulting firms that only give
advice – especially in a narrow area – and then leave the implementation to
the client. So, we have accepted engagements in which we took line responsibility for our advice: we were a part
of the organization we sought to help and had line positions in which our performance was measured based on the
bottom-line performance of the improvements on delivered products and services. Our clients achieved high project
performance and seamless integration of improvements into their business processes.
- Have integrated project management, architecture, application development, and process improvement. In most
organizations those disciplines are far apart and uncoordinated. Our view is that architecture is central,
especially to the communication between product conceivers and product makers, and needs to be simply translated
into project plans and execution. And that an architecture also needs to be translated into a step-by-step plan to
improve the delivery capability of the technology organization. Our integrated view saves our clients lots of
back-tracking and the late discovery of misfits. We help our clients incrementally improve all of the steps they
need to be more cost-effective in a way that matches the timing of the investments with the evidence of improvement.