Public sector
Business analysis — foreign trade single window
Structure the project, formalise the requirements, assess the options and produce a specification that holds up to scrutiny.
- Business analysis
- Functional scoping
- Solution selection
EXPERTISE
IT Strategy & Advisory
We work upstream of technology choices: understanding what is at stake for the business, settling priorities, and turning an ambition into a trajectory that can actually be executed.
THE PROBLEM
What we see on the ground
- 01
The trajectory is not shared
Every department carries its own priority. The project portfolio grows, decisions move from one committee to the next, and investment scatters without visible effect on operations.
- 02
The tool is chosen before the need
The solution has been pre-selected, sometimes for good reasons, but the real need has never been formalised. The gaps surface during design, once the cost of change has already multiplied.
- 03
The systems hold the business back
Redundant applications, hand-built interfaces, duplicated data: the application estate has grown by accumulation, one need at a time. Every change becomes a project.
- 04
Steering has no grip
The committees meet, the indicators come in, but the structural decisions are taken too late. Governance exists without actually committing anyone.
Turning business and technology stakes into clear execution trajectories.
- 01PROBLÈME
A transformation ambition stated at strategic level, with no execution trajectory shared by the business and the IT department.
- 02INTERVENTION AXENEO
We run the diagnosis, formalise the needs, work through the scenarios with their impacts and costs, then structure the trajectory, the governance and the steering setup.
- 03RÉSULTAT
A roadmap that has been decided, sequenced and committed to: documented decisions, named responsibilities, and milestones whose passing can be verified.
What we do
Strategy & IT trajectory
Inform the structural decisions before the budget is committed.
- Diagnosis of the information system and the application estate
- IT roadmap and multi-year plan
- Scenario work and cost / benefit / risk analysis
- Systems planning and target functional architecture
- IT operating model and sourcing model
Scoping & business analysis
Formalise the real need before the first line of configuration is written.
- Needs analysis and mapping of business processes
- Functional scoping, perimeter and requirements
- Solution selection support and specification writing
- Business analysis across the whole project cycle
- Opportunity study and business case
Governance & steering
Give steering the ability to decide, not merely to observe.
- Project PMO and multi-domain programme PMO
- Programme governance, bodies and decision routes
- Steering of schedule, cost, scope and risk
- Programme dashboards and executive reporting
- Coordination of suppliers and software vendors
Ways of working & change management
Make the transformation hold in everyday practice.
- Agile transformation and delivery rituals
- DevOps practices and industrialised releases
- Process optimisation and redesign
- Change management, communication and skills building
- Structuring project teams and roles
How we work
- 01
Understand
Interviews with the business and with IT, review of the application estate, analysis of processes and of what actually irritates people. We start from what happens, not from what is documented.
- 02
Make it objective
Gaps, dependencies, costs, risks. Scenarios are worked through with their organisational implications, not only the technical ones.
- 03
Decide
Options are put to decision-makers with what they really imply. A decision that has not been taken is identified as such and raised to the level where it can be.
- 04
Sequence
A trajectory in waves, with verifiable milestones, explicit prerequisites and a workload compatible with what the teams can actually absorb.
- 05
Steer
Governance, bodies and indicators put in place. The setup is designed to be sustainable by the teams once we have gone.
USE CASES
Where we step in
Build an IT roadmap
An organisation whose systems have grown by accumulation needs a target and a trajectory: diagnosis, target architecture, sequencing of workstreams and the budget that goes with it.
Scope a programme before going to market
Formalise the needs, structure the requirements and write the specification, so that the market can be consulted on a basis that is comparable and defensible.
Take over a programme in difficulty
Scope drifting, milestones pushed back, a strained relationship with the integrator: diagnosis, a clean restatement of what remains to be done, and governance rebuilt.
Set up a programme PMO
Several interdependent workstreams, several suppliers, an executive who needs a consolidated view: bodies, milestones, indicators and risk management.
Related case studies
Public sector
Information system interoperability programme
Secure the requirements, the functional governance and the quality of deliverables on an interoperability programme.
- Interoperability
- Governance
- Requirements
Distribution & logistics
Multi-entity ERP transformation
Centralise data and harmonise finance and operations processes across several entities on a shared ERP foundation.
- ERP transformation
- Data migration
- System integration
Food & beverage
Multi-subsidiary SAP rollout
Roll out a shared SAP core across several subsidiaries of a group, harmonising processes without erasing what is specific to each.
- SAP rollout
- Process harmonisation
- Change management
Public sector
Harmonising project management practices
Give a public institution a shared project management framework, so that projects become comparable and trade-offs possible.
- PMO
- Project management
- Governance
Business services
Structuring support and service management
Professionalise how user requests are handled, moving from ad-hoc treatment to a genuine service management framework.
- ITSM
- Application support
- Service Management
CONTACT
Let’s discuss your situation
A first conversation is usually enough to tell whether the subject calls for scoping, a portfolio decision, or putting the steering back in order. We will tell you plainly.