We support company executives and business leaders to help them ensure that their information system boosts their organization's performance.

We help our clients define and implement innovative organization models. Our work is based on one conviction: the need to move beyond project management to obtain high-performance information system functions.

Our value proposition is structured around the key stages in the life of information systems :

Increasing senior managers' understanding of the IS
We help our clients define new relationships between directors and information system divisions by making our convictions central to the areas being addressed :

  • Defining communication formats enabling management bodies to analyze IS-related issues easily
  • Involving the business lines in "defending" the IS
  • Redesigning the operating methods of management committees if they do not provide the appropriate means of assessing IS operations
  • Move away from the "budget cut" management method to increase understanding of investments

Adopting the right information systems management model to guarantee the excellence of every IS program
Our knowledge of IS-related issues (technical framework, different practices and solutions, development management, meeting senior managers' requirements, etc.) is a key strength when organizing information system divisions. In the solutions, we prioritize several requirements :

  • Using the good market practice identified by our CISA-certified experts
  • Considering drastic solutions as a last resort (outsourcing, offshore, etc.)
  • Acquiring methods to measure the benefit of new technologies
  • Using methods positioning the Information System Division as an ally in the pursuit of performance
  • Highlighting the benefit of soft skills within Information System Division teams (lobbying, internal marketing, internal management techniques, etc.)

Structuring and managing IS programs efficiently and realistically
We have considerable experience of information systems (from project specificities to agile methodology), creativity and cross-functional knowledge of companies.
In the solutions, we prioritize key factors of success :

  • Helping the Information System Division communicate on its requirements and objectives
  • Understanding and developing business lines
  • Supporting the fundamental choice of programs: selecting publishers and integrators
  • SMoving away from dogma to focus on current management ability (culture of transparency versus threat, immediate reporting of risks, etc.)
  • Striking the right balance between programme consolidation and project autonomy
  • Supporting rollout and long-term appropriation by users
  • Supporting business lines when formalizing their needs and managing the IS tools delivered (reception, rollout, change management, etc.)

We build on our long-established positioning in supporting business performance. We combine the skilled management of information system projects with significant business expertise.

Success story
1.
Structuring and managing the transformation programme of an information system

The context :

An electric operator decided to improve management of the description of its industrial facilities. It wanted to have reliable, up-to-date, standardized and shareable descriptive data. The challenges included the ability to operate the network to its limit, the performance of maintenance and the ability to answer the questions raised by directors and external parties (customers, authorities, etc.).

WHAT WE DID :

Our team carried out quality audits of description of the network. We proposed an action plan for managing descriptive data on the network. It involved studies on the maintenance culture, processes, management system and redesign of the network's description and maintenance tools. We structured and coordinated the selection of solutions and integrators and managed the execution of the programme (project and change management).

WHAT WE ACHIEVED :

Our involvement guaranteed two fundamental aspects: firstly the programme was based on the actual needs and challenges of the business lines and secondly our teams helped the business line managers accept the limitations of the Information System Division. The selected tools were welcomed by the business lines and have been fully used since their rollout.

2.
Structuring and managing an information systems merger programme

The context :

The merger of two major groups in the pensions and social security sector led to consolidation of the IS with a twofold objective: convergence of the processes and development of the converged IS to support strategic development.

WHAT WE DID :

In an initial phase, we defined the project, making sure to evaluate the impacts of the merger. Our teams structured and launched the convergence projects, then devised the roadmap of the programme. Alongside this, development projects were launched. In a second phase, we managed the programme on behalf of the client (planning, deliverables, risks, communication, budget and reporting to the senior managers). Our team was also responsible for addressing functional and technical issues.

WHAT WE ACHIEVED :

We provided short-term operational management consistent with the objectives of the merger whilst enabling strategic thinking over the medium term.
Our support made it possible to complete the first stages in the programme handover.
The client benefited from regular follow-up of progress in the programme at business and technical levels.
Finally, our contribution was essential to managing the cross-functional nature of the programme by identifying major issues and jointly managing projects.

3.
Defining a process for managing the mapping of a rail network

The context :

In a context of economic liberalisation and clustering of companies, a rail infrastructures manager wanted to consolidate and standardize the tools and practices used to map its network. Colombus Consulting was chosen to define a process providing a comprehensive, standardized overview of the network.

WHAT WE DID :

We conducted a study to analyze three levels of uses: the capital gains expected by operational users, middle managers and central services. The findings were then compared to the strategic forecasting of the senior managers. Finally, we used a benchmark to situate the existing and target situation alongside the practices of comparable international organizations.

WHAT WE ACHIEVED :

We contributed to the creation of a practical process: defining the target, identifying expectations and planning the concrete action to take. This work was widely approved within the extended enterprise. We also initiated a change management movement by highlighting the need to develop shared practices: network data must be presented in a standardized and reproducible format.

4.
Reorganizing an Information System Division for a public operator

The context :

The senior managers requested an audit of the IT system following numerous dysfunctions. Colombus Consulting was chosen to address the business concerns. The challenge of the project was establishing the role of the Information System Division and taking in account the changing duties of technicians (video technicians, film editors, etc.) to move them towards processes involving greater use of information systems.

WHAT WE DID :

Our team proposed organization models and an associated action plan. They were supported by statistical analyses (number of incidents handled, handling time, etc.) and a benchmark of comparable companies. We assisted the rollout of the new organization: roles, responsibilities and processes per entity and cross-functionally, defining quality and management indicators, and creating and managing the project office.

WHAT WE ACHIEVED :

The organization put in place enabled the operator to focus its IT system on performance (and less on allocating blame in the event of an incident). The indicators and follow-up we proposed are now part of the management process. Our benchmark and management methodologies were incorporated into the company's framework.