Technology
Important management themes, such as sustainability and DX, cannot be progressed without IT. That also means that the more closely combining business with IT is required, the more IT project failures lead to not only financial losses, but also to falling behind the times. However, many Japanese companies are still stuck in the process of IT modernization, which is a prerequisite for a close combination of management and IT. Reconstructing IT architecture as quickly as possible is the litmus test for transformation that leads to survival.
Our Essential
Professionalism and neutrality are the sources of value for progressing BayCurrent's IT projects. In many IT projects, large investments lead to large impacts on management. In order to lead a project to success, it is essential for a consultant to have a degree of professionalism that can solve challenges while thinking about the client more than they do themselves, and the ability to determine the best solution while examining numerous products and services from a neutral perspective. As neutral professionals, we are committed to the success of projects.
Featured Cases
Next Generation IT System Conceptualization
Developed a plan for the client to take a solid, major step toward addressing the issues regarding legacy systems that had been in operation for more than 30 years. Specifically, we fleshed out all of the following matters: the ideal state to achieve for their core systems by 10 years from now; the particularly high-priority issues regarding the gap between that and the current systems; the technologies that should be leveraged; and the plans for acquiring and developing human resources. Based on that, then built consensus with client management regarding the project, which will involve long-term, large-scale investment.
Rolling out a program to strengthen the promotion of large projects
Planned a project turnaround after several large projects failed and the project plan had to be changed. With everyone involved closed-minded and defensive, developed an approach to uncover the root cause. Specifically, identified the causes from various angles, including the competence of the PM and core team members, the nature of vendor requests and negotiations, and the level of management participation, then developed a program to strengthen the measures to resolve these issues. The program will be extended not only to the current project but also to the next large-scale global project.
Designing a global IT infrastructure model
Envisioned an IT infrastructure that would allow employees of many related companies, including those overseas, to access necessary information securely and stress-free, regardless of their location or devices. Without top-down approach, incorporated the grand design into an action plan that took into account the business characteristics of each subsidiary, the level of engagement, and the difficulty of reaching employees. After repeated discussions with the client, successfully implemented the plan by making full use of both carrot and stick.
Other Cases
- Integrating systems for an M&A
Led over 30 working groups for systems integration projects of a multi-billion yen scale following M&A. Successfully completed the coordination and promotion of the integration of different corporate cultures and multiple stakeholders by leveraging system knowledge and human skills.
- Developing an IT med-term management plan
Systems subsidiaries are sometimes described as vendor procurers. Reviewed its ideal state from the very foundation of corporate management, and reconstructed its organization and human resource strategy. Then incorporated this into a medium-term management plan.
- Managing IT investments
Reviewed IT investment management which had become a mere shell, and established criteria for investment allocation, project selection, and decision criteria for continuation or reduction of investments. Directly linked to management decision-making, and realized a departure from the user department's dictates.
