Business services
Internal service portal
Replace informal request channels with a single point of entry, approval workflows and traceability that can actually be used.
- Digital Workflows
- Service portal
- Automation
IT Strategy & Advisory
IT transformation
Carry an IT organisation from one state to another: processes, tools, ways of working and skills, while holding to the commitments made.
EN UNE PHRASE
A transformation is judged on its execution.
THE PROBLEM
The situations that bring us in
- 01
The transformation has been announced but the daily ways of working have not changed.
- 02
Teams carry both run and project work, with no capacity genuinely freed up.
- 03
The new processes exist in documents, not in practice.
- 04
The target organisation was designed without the trajectory to reach it.
- 01THE PROBLEM
A transformation ambition that does not translate into how the teams actually work.
- 02WHAT AXENEO DOES
We work on the organisation, the processes and the tooling at once: operating model, delivery rituals, industrialisation of releases and support for the teams.
- 03THE RESULT
Practices genuinely adopted, a measurable delivery capacity, and an organisation able to carry on without outside help.
What we do
Organisation & operating model
- Definition of the IT operating model and of the roles
- Structuring of product teams and project teams
- Sourcing model and the balance between internal teams and suppliers
- Governance set-up and decision bodies
Ways of working
- Agile transformation: cadence, rituals, backlog, definition of done
- DevOps practices and automation of the delivery chain
- Optimisation and redesign of IT and business processes
- Change management and skills development
The IT Strategy & Advisory method
This domain sits within the pillar’s overall method.
- 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
Moving from project logic to product logic
Build lasting teams around a functional perimeter, with a prioritised backlog and a delivery cadence that holds.
Industrialise releases
Cut the time and the risk of going into production through automated testing, deployment and non-regression checks.
Related case studies
Business services
Document processing automation
Automate the extraction, checking and integration of an incoming document flow, with a dedicated route for exceptions.
- Automation
- Document processing
- System integration
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
Contact
IT transformation: let’s talk about your context
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.