Oil & Gas Company

▪Companies involved in the exploration and production (E&P) of oil and gas
(O&G) today operate in a volatile business environment driven by sharp swings in
commodities' prices.
▪Navigating this demanding landscape calls for heightened operational efficiency
through streamlining of upstream processes, orchestrated around robust
information technology (IT) solutions.
▪Organization did Outsourcing earlier on Infra but engagement didn’t go well…
▪Now planning to Go for Outsourcing as IT Ownership Engagement considering
Infra and Apps both.
▪MSI vendor to onboard all Infra vendors on their payroll (Contract Novation) and
Apps support delivered in-house.
▪Now there is need for energy firms to consider adopting a robust framework to
effectively manage IT service providers, and synergize their individual
contributions in for improving Operational Efficiency.’
▪The customer is a manufacturer and marketer of Drugs & Medicine products with a
worldwide presence.
▪It caters to over 47,000 end users spread across 56 countries. Their IT department
manages 1200+ applications, 4000+ servers, and 50,000+ end user devices.
▪The company has gone over heavy organizational changes due to business
acquisitions and industry changes. In 2017, the company had centralized different
business areas and merged formerly multiple IT-departments to a single IT-
organization of over 150 employees. As the former IT-departments had no visibility
over each other’s operations in the past, they had all had their own siloed ways of
working. Quickly after the merger it occurred that the maturity level, for example, in
ITIL processes within this newly formed IT-organization varied a lot.
▪The tech landscape is supported by five strategic suppliers, 100+ other suppliers
spread across Geo’s and in-house application support teams.
▪Customer is lacking a centralized function for multi-sourcing model support, with no
process standardization across the organization.
▪There was also a lack of visibility into supplier performance.
▪Additionally, the business cost of outages was high and coordination was lacking.
There was a lack of process standardization and ownership.
▪Now looking forward for SIAM Engagement with SI responsible for Supplier
Consolidation at Geo Level.
▪Identification & On-boarding Suppliers at Global level and supporting SIAM Model
 Airlines Customer Vision 2020
• Eliminate Frequent Outages during peak season and high restoration time during
multiple supplier involvement.
• To reduce 45 percent of an airline’s cost structure consists of maintenance, ground
handling, in-flight services, call centers, and aircraft acquisitions
• Implement New interactive services that leverage mobile apps, new merchandising
and loyalty models, and cross-industry partnership models that personalize the
end-user experience in ways unseen before.
• Digitization to make a difference in streamlining back-end operations, and driving
down an airline's costs
• Implement IT systems to improve flight planning and scheduling can cut fuel
consumption by 10 %
• Merger and acquisition (Completed 3 rounds and another 3 in pipeline)
• Integration with multiple systems to deliver end-to-end value and performance.
flight performance and transportation module for real time process monitoring,
integrated ERP, roaster, router, SMS gateway etc which resulted in timely reporting
of employees, enhanced safety and security, and 17% reduction in delays
• Social media integrated CRMs
• Near field communication (NFC) (device for starting automatic on-boarding or other transactions)
• Big Data
Simulated Trip for SIAM Implementation
1. Discovery and Strategy
• Interpret strategic drivers for SIAM
• Select an appropriate SIAM strategy
• Illustrate how to gain and maintain buy-in to a SIAM strategy
• Describe the content of the business case and the transition project for SIAM
• AOB points…

2. Plan and Build

• Architecture Viewpoint to be considered?
• Design a detailed SIAM model
• Select an appropriate sourcing approach and SIAM structure
• SIAM Transition Approach consideration
• Preparing collaboration model
• Describe the challenges & plans for organizational change
• Tooling strategy and integration methods

3. Illustrate how different scenarios can support a SIAM implementation

4. Illustrate how to operate, Assure, and improve a SIAM ecosystem.

 Banking Organization
• Bank operates in multiple highly regulated markets, it is subject to numerous and
ever-changing compliance requirements.
•To deliver effective and compliant IT services, the bank partnered with a number of
the major service providers.
•As compliance became increasingly complex, the bank wanted to improve
governance and controls; however, a legacy system did not offer enough flexibility to
manage a multi-vendor environment.
•Bank’s compliance efforts are narrowly focused on a centralized governance, risk
and compliance function. As result bank is unable to build new competencies
required for countering emerging compliance risks.
•Many banks customer experience program are disconnected from their compliance
requirement. Multiple vendor involved in value chain making it more complicated.
•“We found it very difficult to establish a single version of the truth when it came to
tracking the delivery of IT services to the bank’s 15,000 employees—our customers,”
says Head of Service Transition Bank.
•Bank looking forward SI to play key role in driving regulatory compliance
requirements across suppliers in echo system
•Support Digital Journey of banking environment