Hitachi Energy was looking to outsource its IT infrastructure (including Network Services, on-premise, and cloud infrastructure services), end user computing (including Device as a Service, application packaging, monitoring and management) and service management (including service desk, onsite support, SIAM partner) environment. This was part of a strategy to build sustainable next-generation IT services. The previous sourcing advisor’s approach was not meeting the expectations of the senior management, and as a result, our team was engaged. Led by our unique sourcing methodology, we stepped in to create a faster, more collaborative process.
- We established ourselves as a specialist sourcing advisor in 2009, before growing into an AIM listed multidisciplinary management consultancy
- Our award-winning Collaborative Solutioning approach has delivered more effective outcomes for our clients and within shorter timelines compared to traditional RFP approaches
- We have extensive experience designing and delivering large scale technology transformations, often from inception
- We recently won the Global Sourcing Association’s Advisory Firm of the Year and Financial Services Project of the Year
- The guidance we provide as part of our Collaborative Solutioning approach is independent of vendors, software publishers and service providers; our focus is on identifying the best fit solution available for our clients in the market
- Our sourcing team has valuable experience and insights from the buy, sell, advisory and legal sides of a deal
Hitachi Energy were on a journey to become technologically independent. Their existing IT services were being provided under Transition Service Agreements (TSAs). This meant that any delay to identifying a new IT partner would impact the business operationally and commercially. The approach of our client’s previous sourcing advisor was RFP-based and therefore very traditional. This failed to reach the expectations of senior management. Our team were engaged to accelerate our client’s journey to IT independence through a more collaborative and solution-focused process. How did we do it? Coordinating and designing a collaborative sourcing process of evaluating, selecting and contracting an IT infrastructure partner, involving over 50 stakeholders across the business.
Key to this was our unique Collaborative Solutioning methodology, a highly iterative and solution focused vendor selection process. Traditional RFP processes are typically slow moving, inward looking and provide little opportunity for feedback and market insights to guide the development of the solution. Collaborative Solutioning enables you to engage vendors early and collaboratively develop solutions through an iterative process. This process builds a strong partnership foundation, rather than the typical supplier / Customer mentality.
Our team partnered with senior management and our client’s strategic sourcing and IT infrastructure internal teams to accelerate the sourcing process. This included:
- Using our unique Collaborative Solutioning sourcing methodology to identify the best IT infrastructure services provider to partner with Hitachi Energy and help them achieve their strategic vision
- Supporting the establishment of a next-generation IT operating model; this included leveraging market leading technologies to ensure optimum flexibility both commercially and operationally
- Establishing robust governance and reporting framework to enable a clear view of status and progress
- Facilitating a series of workshops covering an overview of the solution, transition, transformation, security, commercials, and BAFO submission topics
- Monitoring stakeholder feedback and analysing public sentiment, leveraging this insight to help evaluate which supplier to move forward with
- Facilitating a structured and auditable evaluation process receiving input from all involved stakeholders
- Leading and coordinating the contracting and negotiation of a multimillion-dollar deal spanning 60 countries, 35k users and 300 physical sites
- Defining an outcome-based contract, and designing a consumption (price by quantity) based commercial model
- Coordinating with legal stakeholders and product group owners to develop and finalise 60+ contract schedules, including service, governance, legal, transition and commercial documents
- Providing advisory experience and support to our client throughout the project, setting up the post-signature transition process as they negotiated the deal with consideration for the retained organisation design
The value delivered
We enabled our client to meet their strategic objective of sourcing a strategic IT infrastructure provider through a robust, iterative and solution-driven process. This enabled our client to sign a 7-year full-stack infrastructure services contract, with a multimillion USD yearly run rate, in just 6 months.