BMW: Buy a car online​

Client 1

THE CHALLENGE

To lead the global BMW business by launching a national sales retail platform allowing consumers to trade in, buy, book test drives and accessorize their BMWs online.​

Multiple teams in South Africa, Germany and the UK

Time pressure

Business losing faith in IT delivery

Key man dependencies

Multiple teams in South Africa, Germany and the UK

Time pressure

Business losing faith in IT delivery

Key man dependencies
" The eyes of BMW are on us. Business Owners want everything. I fear that no matter how hard we work, we will be seen as too slow and reactive. "
Oliver Kreibich BMW, Head of IT

Buy a car today at www.BMW.co.za

time

On time delivery – in market in under 6months

globe

Global best practice

sales

Sales during COVID

How We Left BMW

" BMW has made massive strides in such a short period.

We have achieved global recognition within the BMW group for our ability to deliver quality results in record time.
At times, we have delivered results so fast our business partners have gone from having long ‘to do’ lists for us to not been able to keep up with us.

Thanks, Vanessa and Greg! "
Rosa PienaarHead of Strategic Programmes, BMW Financial Services

Old Mutual: Digital Channels

Old-Mutualpng

THE CHALLENGE

The Old Mutual Digital & Data vision is to be the leading financial services organization in Africa. Core to this is the delivery of a single Pan-African Digital Platform.

Unable to show tangible progress

No alignment between
Business and IT

Too many silos across the
business not working together

Unable to show tangible progress

No alignment between
Business and IT

Too many silos across the business not working together

Delivery of the Vision

Personalized, customer centric platforms (web, app and social) built across Africa, with key features localised to meet regional requirements & customer needs.

Delivered The Right Way

Agile maturity and culture improved 13% over 12 months

How we left Old Mutual Digital

" Digital & Data has become the success story at Old Mutual.
We have adopted new ways of work that have allowed us to deliver meaningful work across multiple teams and geographies.

A fantastic achievement.

Greg and Vanessa have been true partners it has been a pleasure working with them. "
Kershnee Ballack Head of IT
5

Organise around value

Formed teams around customer needs.

Enabling teams supported sustainable, scalable growth.

4

Executive alignment

IT & Business aligned though common metrics of success.

Virtual organisation created beyond traditional reporting lines.

6

Lean & Agile made practical

Agile training & PI planning.

Portfolio planning implemented.

Change management introduced.

business agile icons 2-01

Scaled accross the organisation

Over 15 markets included.

Multiple lines of business.

Cross division planning introduced.

THE RESULT

MyOldMutual launched digital channels - app, web and social across the continent. Business teams enabled to launch products and services easily without bottlenecks on platforms that were stable, personalised and secure. Personalisation of products, services and digital expereinces introduced. Recognised as best practise within the Old Mutual group.

ABSA: CIB IT

ABSA_Group_Logo-700x699

THE CHALLENGE

The Bank has a mission to digitize internal banking processes to make them more user friendly, reliable and efficient.

Enabling compliance is equally important.

Teams flooded
with work

IT not able to
accurately predict delivery
timeframes for stakeholders

Cross team
dependencies
slowing down
the delivery of value

Teams flooded
with work

IT not able to
accurately predict delivery
timeframes for stakeholders

Cross team
dependencies
slowing down
the delivery of value

Predictability Improved Credibility

Increased value delivery to end users by over 40%

From the client's desk…

" Our teams needed a new approach to delivering work.

We needed an integrated, structured approach to agree priorities, map our dependencies and engage our stakeholders to show the value that we were adding.

We needed to step up and be real business partners.

Thanks Greg , Vanessa & Natalie for helping make this happen. "
ABSA CIB IT Executive
4

Executive alignment

Clear prioritisation and feature writing to ensure clarity on what was (and often what was not going to be delivered).

Culture and maturity measured to ensure sustainability.

6

Lean and agile made practical

Upskilling and training of all team members.

Quarterly planning, dependancy mapping and other scaling tools implemented.

h1

Show results, effective metrics introduced

Demo culture introduced to ensure that work and impact brought to the fore.

Predictability and flow metrics introduced to ensure data led improvements.