ENGAGEMENT
DayBlink Consulting was engaged by a leading North American Utilities organization to support its IT Managed Service Provider (MSP) transition. The fully outsourced IT organization sought assistance in redeveloping its operating model, redesigning the org structure and supporting change management practices, incorporating a new set of vendors and replacing its monolithic MSP. DayBlink Consulting worked closely with IT leaders and Vendor Management, leading the Program Management Office (PMO) from operating model design through Request for Proposal (RFP) development, issuance, selection and knowledge transfer to the new vendors.
PROBLEM
The client faced numerous challenges with the incumbent MSP, leading to the decision to implement a new operating model and initiate an RFP process. The service provided by the MSP was subpar, resulting in business interruptions and dissatisfied internal customers. There was a significant misalignment between the MSP’s delivery approach and the client’s requirements, creating a disconnect between service delivery and organizational needs. The client lacked ownership of processes and tooling, making it difficult to support internal customers without relying on a deprioritized outsourced IT staff. Additionally, the client had limited visibility and influence over the MSP, hindering insights into processes and progress. Consequently, the client was forced to hire additional staff to support the MSP, thereby increasing organizational costs.
SOLUTION
DayBlink Consulting was engaged to support the transition of knowledge and integrate the organization into a centralized operating model. The team assisted the client in documenting the current state for regulatory bodies. DayBlink Consulting developed necessary business cases and financial forecasts to acquire the budget for a multi-vendor hybrid approach moving forward. We also designed the go-forward operating model for the IT Service Operations organization, including a new organizational structure and all of the necessary change management practices to ensure a smooth transition. The team identified requirements, Service Level Agreements (SLAs), and critical needs for nine domains of IT support, including IT Service Management (ITSM), Cloud, Network, Service Desk, Incident Response (IR). We then drafted a RFP for the client to use in identifying new potential suppliers. DayBlink Consulting collaborated with Vendor Management to program-manage the RFP process, including issuance, review, workshopping and down-selection for the vendor group.
DayBlink Consulting managed the full transition from identifying issues to onboarding the new vendor set for the client. The team supported the leadership organization in selecting future vendors to collaborate with the organization. Additionally, the client developed and managed the transition roadmap between vendors. DayBlink Consulting conducted program management of all knowledge transfer sessions between the incumbent and the future proponents and worked with key stakeholders across business units to transition key projects and workloads, ensuring a smooth transfer of resources. The transition effort was meticulously reported to leadership, providing regular updates on the status of the transition and the capabilities of the new vendors as the capabilities came online. This ensured that leadership had a clear understanding of the progress and could make informed decisions as needed.
RESULT
DayBlink Consulting’s comprehensive approach resulted in several key outcomes:
Improved Service Delivery: By replacing the incumbent MSP with a more aligned vendor set, the organization experienced enhanced service delivery, reducing business interruptions and increasing client satisfaction.
Cost Efficiency: The multi-vendor hybrid approach allowed for better cost management. The new operating model and effective budgetary planning helped to control and potentially reduce IT operational costs.
Increased Ownership and Visibility: The client gained greater ownership over processes and tools, which improved their ability to support customers independently. Enhanced visibility into the new vendors’ processes and progress allowed for more effective oversight and management.
Smooth Transition: The structured knowledge transfer and transition roadmap ensured minimal disruption during the transition phase. DayBlink Consulting’s program management ensured that all stakeholders were informed and engaged, facilitating a seamless transition.
Strategic Alignment: The redesigned operating model and clearly defined requirements and SLAs ensured that the new vendors’ services were closely aligned with the client’s strategic goals and operational needs.
In conclusion, DayBlink Consulting’s engagement with the leading North American Utilities organization was instrumental in transforming its IT service delivery model.