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Making Strategy Happen

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Companies engage TayganPoint Consulting Group because they need to fix something. They have a strong understanding of what’s not working, but it’s difficult to run fast and think strategically at the same time. TayganPoint Consulting helps clients identify the specific pain and helps organizations get started making change happen. TayganPoint also provides knowledge transfer, so after an engagement is completed, organizations can continue to move forward with confidence.

  1. TayganPoint Project Management (PDF, 1.6MB)

    Organizations use TayganPoint Project Managers when they have projects that must be done right.

  2. Six Sigma for Financial Services (PDF, 1.85MB)

    A roadmap to Financial Shared Services. Learn about opportunities and strategies for Financial Shared Services.

  3. TayganPoint Process Mapping (PDF, 4.35 MB)

    Regardless of the industry, TayganPoint can provide Process Mappingsm and process improvement services to meet your needs.

  4. Process Mapping is Not for Wimps (PDF, 387 KB)

    A great process map should show you with certainty, where improvements can be made, where cycle time delays exist, and where smooth handoffs are not taking place.

  5. Why All the Excitement Around Kaizen Events? (PDF, 94 KB)

    A true Kaizen Event is a coordinated 2–3 day event attended by process owners, sponsors and subject matter experts of a particular process with the purpose of making improvements to that process immediately.

  6. Key Success Factors in IT Initiatives (PDF, 1.25 MB)

    "Ensuring Success of Your Next IT Initiative" a Balanced Scorecard for IT, originally presented at the International Productivity and Quality Council Conference.

  7. TayganPoint Company Overview (PDF, 836 KB)

    A brief one page synopsis of our services.

Case Studies

A Powerful IT Strategy for Finance

The Finance and Information Technology leadership of a Fortune 500 company wanted to develop an overall Finance IT strategy that would leverage a common technology platform, processes, and standards. We worked with a core team from the various business units to develop the overall IT strategy and roadmap going forward. The TayganPoint strategy work included an assessment of the information needs linked to the overall company strategy, the development of a future state vision, a strategy for common processes and standards, and an action plan with a clear business case to implement the strategy. The results were:

  • Significant reduction in IT costs through the elimination of redundant technologies and activities across the business
  • Implementation of a Program Management Office (PMO) that aligned IT initiatives across the various businesses
  • Agreement to adopt common processes, business rules, and standards to simplify the overall IT environment
  • A clear roadmap and process to "refresh" the roadmap on an ongoing basis, as business needs evolve

Optimizing IT's Contribution While Minimizing Costs

A division of a Fortune 500 corporation wanted to better align its IT function with the overall business, to ensure that they were optimizing the value provided to the organization. We worked with the CIO and the leadership team to create a balanced set of strategies and goals for the IT function. An assessment of IT activities determined which tasks could be entirely eliminated, kept in-house, migrated to a shared service environment, or outsourced. The results provided by this project were:

  • A prioritized understanding of the information and technology needs of the internal customers
  • A clear set of strategies, goals, and actions that ensured alignment with the overall business strategies
  • Reduction in overall IT costs and elimination of non-value added activities
  • Creating a "transactional shared service" function that focused on completing contracts and capturing data, thereby allowing the client-facing group to focus more on the relationship and value-added activities
  • Reduced IT implementation and adoption times and costs
  • Improved relationships with internal customers

Finance Function Excellence

Integrating Finance into Operating Units

The CFO for a division of a Fortune 100 company wanted to better align the Finance function with the various operating units, to ensure that finance is highly integrated into the business. Working with the Finance leadership team, we together gained a clear understanding of their internal customers' business needs. We then determined which processes and activities were most critical to the organization going forward. The results were:

  • Creation of a new organizational structure that better aligned Finance with its internal customers
  • Development of a "balanced scorecard" for the Finance group that linked Finance activities and value to the overall organization's strategy and goals
  • Re-engineered key business processes including budgeting and forecasting
  • Reduced the time to close the books from over 10 days to fewer than 5 days

Shared Services

Improved Performance: Contracts Shared Services

The Contracts and Business Development function of a major Financial Services company wanted to improve its overall performance and value-add to the business. Working with the core leadership team of this group as well as its key internal customers, we comprehensively assessed their current processes and activities. We then developed a more streamlined organization and processes. The results were:

  • A "transactional shared service" function that focused on completing contracts and capturing data, thereby allowing the client-facing group to focus more on the relationship and value-added activities
  • Reduced IT implementation and adoption times and costs
  • Improved relationships with internal customer