Tech & Telco case study

Transforming a global technology group for enhanced performance and efficiency

Tech & Telco industry, transformational change

Situation

Global computer games publisher with combined revenues of >$6bn and net margins >25% – the largest and most profitable globally.

Highly complex and costly matrix of owned and third party studios, licence holders and central/local structures with varying practices and levels of performance.  As a result, platforms had proliferated and development costs and timeframes had increased.

Project goals were to develop best practice ways of working across the group, reducing cycle times and driving out complexity and costs.

Approach

Three closely-linked workstreams were deployed to deliver the programme objectives:

  • Change Management: a Programme Management Office was established to plan, coordinate and manage this complex change process.
    Governance structures and processes were put in place, together with risk management and communication programmes.
    Training needs analysis was carried out, resulting in the design and delivery of a development programme to change and align perceptions and behaviours.
  • Organisational Development: following agreement on objectives and strategy, top-down restructuring ensured organisational alignment.
    Once new processes had been developed, bottom-up alignment and right-sizing were able to take place.
    New roles and demands on those appointed were fed into the training needs analysis and management development and coaching deployed as appropriate.
  • Process Transformation: end-to-end mapping of all key processes using a variety of techniques, such as brown paper process mapping, value stream mapping, and flow-charting was used to achieve a common understanding of ‘As Is’ processes.  This was followed by both internal and external benchmarking against best practices and workshops to identify opportunities to improve effectiveness.
    In addition to reengineering transactional processes, management processes were also mapped, benchmarked and critiqued prior to establishing blueprints that were implemented, fine-tuned and rolled out across all parts of the organisation.  Part of the management development agenda was to use these new tools to create a change in perceptions and behaviours.

Results

Best practice processes were designed and implemented across the newly-formed group, enabling a surge in performance:

  • Near doubling of volumes (number of platforms and games published) for <20% increase in resource and costs
  • Go-to-market lead times significantly reduced
  • Improved delivery of features and functionality
  • Significant reduction in overall launch costs

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