Introduction and establishment of strong, international IT governance and its acceptance on the part of everyone involved was a key element in successful collaboration of the national IT organizations of a corporation
A comparison of the IT infrastructure and operations costs and expenditure of individual subsidiaries of a corporate group on the basis of jointly agreed KPIs highlighted opportunities for the application of various national “best in class” solutions to other countries and large potential savings
Efficient organization, effective processes, strong governance regulations, careful handling of the employees involved and detailed fine tuning after setting up the competence centers contributed both to their high level of acceptance among management and the workforce and their technical and commercial success
Standardization of the content of due diligence checks and their completion led to significant simplification in the takeover of small IT units by a large IT service provider and to minimization of unpleasant surprises down the line
Strict project, portfolio and resource management, conclusion of sustainable agreements, management of customer expectations and improvements in communication made a significant contribution to a positive change of image
Massive investment in solutions for backup and disaster recovery were avoided by technological conversions, virtualization and associated solutions
Harmonization of central IT infrastructures and desktop services led to minimization of operating expenses and large financial savings
An external voice of specialist authority recognized by all the conflicting partners was able to resolve the situation and bring about a satisfactory solution for everyone involved