Our Expertise IT Transition and Project Management

As a consulting firm, we are committed to delivering on project commitments, and we do so ethically. We can also act as a transitional IT director, experienced in information security, to help you turn your strategy into reality, through digital transformation and our knowledge of technologies.

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Our Convictions Transition and project management rely on a delicate alchemy

Human referential

Every company will say they put people first. They know that without the full motivation and cooperation of people, nothing is possible. These are the basics. Nevertheless the alchemy is fragile especially when facing a challenge or a project. At our level we try to put ourselves in the shoes of our counterparts and understand their own referential and motivations. This is a key success factor of management.This is a key success factor for leadership that is important to integrate into transition management or project management

Being Reasonably Committed

Let’s be clear about commitment. Being committed requires intelligence and responsibility. On one hand the “plan” cannot be monolithic and targets must also be at a possible reach to be motivating. The art of commitment is to understand what really counts in the eyes of the customer and negotiate when the situation requires it. This is the essence of agility to well understand that aspect of the job. Being a service provider or freelancer should not make you forget it!

Transition Director : Trust and lead by example

We believe without trust no prosperous business can occur over a long time. This is how we base our collaboration as transition director. When we enter the game, we give a prior confidence to those we work for, and those we work with. There is no valid reason why people would behave untrustfully. If so it is often because an important element was ignored. In all case the priority is to setup a trust climate because this is the most benefic experience for the company and employees. To achieve that one has to lead by example.

Tailored Missions

Program Management

Customer: End customer is a major aircraft manufacturer
Objectives: Manage a multi-service contract for a services company on time, quality and cost
Mission: Program Management of a 30 FTE multi-services contract
Duration: 3 years

Activities

Manage transition : recruit operational team, setup organization, KPIs & OLAs, knowledge transfer and take-over of responsibility.
Presales, contract scope extension and adaptation
Management of run and project mode operations
Steering committees preparation and attendance
Team management (objectives, training, assessments)
P&L management
Contract renewal

Outcomes

Successful setting of the contract and operations with end user satisfaction.
Contract profitability in line with expectations.
Continuous activity extension of the contract budget (+30%)

Transition CIO

Customer: Customer is a company specialized in Finance & Real Estate
Objectives: Ensure the continuity of the organization in charge of Information Systems after the departure of the CIO
Mission: CIO Mission of a 15 FTE Organization
Duration: 4 years, full time then part time

Activities

All aspects of the Chief Information Officer are taken into account, the following list is non exhaustive
IS team people Recruitment, Management & Motivation
Relation with the stakeholders : Comex, Business, IT suppliers & partners
Technology watch, proposals fitting with the opportunities & risks
IS steering committees, budget elaboration and approval
Build : Management of digital transformation portfolio
Run : Management of legacy applications, infrastructures, changes, incidents, support

Outcomes

The continuity of service was ensured, organisation and methods were highly improved, with modern architectures & tools, and new information systems (ie : loans management) to fulfil the company strategic objectives.

Does leadership of love exist ?

The social networks are full of recommandations how should be a good leader.

Whether in Paris or Toulouse, I noticed that companies are promoting more a leader than a manager role. Nothing of this is really correct. If one is a leader but does not well organize and manage, does not show example, success is not on the way. On the opposite side if one is only managing but not inspiring the team progression will be poor.

Humans cannot completely disguise to play a perfect role.

Sometimes the company interests diverge from people’s expectations in terms of personal or collective values, all that which make sense and that you cannot claim but that you have to embody. This is what makes the leader job so interesting.