introduction to qedis
DESCRIPTION
A slide pack intruducing Qedis and our consulting businessTRANSCRIPT
Introduction to Qedis
Founded in 2003 to create a different kind of consultancy
Part of Highland Worldwide, a $500m international consulting business with over 2,000 consultants, operating out of 47 offices
Over 110 permanent consultants in the UK, based in London and Maidenhead
Combining global capability with personal and agile local delivery
30% increase in revenues annually and profitable every year since start up
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We pride our self on combining our Big 4 heritage with our ‘Next Generation Consulting’ approach. nextgen consulting is about doing the right thing.
“So what does this actually mean?”We help our clients to be successful for the long term. We don’t just decide the answer and make it fit. We won’t sell you spin and hype or pretend to know everything about your organisation. We don’t take on a job unless we know we can deliver results.
“But how do you really show this in your work?”We listen to clients to understand their business. We transfer our knowledge and capabilities to help clients help themselves. We work with your people and we see our projects through to the end. We guarantee our work.
Consulting
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Why Qedis?
We strive to make our clients and their people successful. We follow a collaborative and trusted approach, transferring knowledge and expertise
We have wealth of experience and tools to help leaders transform their IT function and the business. We are independent of any technology and only work client side
We only take on engagements where we know we can truly add value and deliver results. We’ll do whatever is needed to ensure a great outcome, even put our money on it
We help clients to help themselves
We are the friend of the CIO
We guarantee our work
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Full range of client side support across all business functions and knowledge areas drawing on experts from around the world
Our Capability
OPERATIONS
o Operational Strategy
o Process & Performance Improvement
o Supply Chain Optimisation
CUSTOMERINTERACTIONS
o Marketing & Operational Brand Execution
o Sales Strategy & Effectiveness
o Contact Centre Effectiveness
INFORMATIONTECHNOLOGY
o Strategyo Sourcingo Infrastructure &
Architecture Planningo Professionalising ITo Solutions Delivery
Managemento Business Intelligence
& Information
PEOPLE
o HR & Workforce Strategies
o Organisational Performance
o Talent Development & Management
o Organisational Change
FINANCE
o Finance Function & Transformation
o Planning, Budgeting & Financial Reporting
o Strategic Planning & Implementation o Outsourcing & Shared ServicesADVISORY
EXECUTION
o Delivery Excellenceo Business Change Management
o Enterprise Performance Management
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Highland Worldwide, 2000+ consultants, working across 4 continents, delivering global reach and world leading expertise
Our Locations
USAtlantaCharlotteDallasDenverHoustonLos AngelesNashvilleOrlandoPhiladelphiaRichmondSacramentoSan AntonioSan FranciscoTallahasseeTampaTrentonWashington, D.C
GermanyBerlinDusseldorfFrankfurtMunichStuttgart
HungaryBudapest
AustriaVienna
RomaniaBucharest
ItalyBolognaMilanVicenza
SwitzerlandZurich
SpainBarcelonaMadrid
PortugalLisbon
FranceParisLyon
UKLondonMaidenhead
BelgiumBrussels
NetherlandsAmersfoortThe Hague
UnitedArabEmiratesDubai
Singapore
ChinaShanghai
AustraliaBrisbaneSydneyMelbourne
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Qedis focuses on three core areas, where we offer unrivalled skills and experience
Our Core Focus Areas in the UK
Project andProgramme
Management
BusinessReadiness and
Transition StrategicEnterprise
Management
CultureStrategy
and ChangeEnablement
PortfolioManagement
Skills andCareer
DevelopmentRestructure,Recruitment
and Transition
Organisational Design and
Change
Functionaland Operating
Model
ProgrammeVision andBusiness
Case
PMO
Comms andStakeholder
Management
DELIVERY EXCELLENCE
BUSINESSCHANGE
PROFESSIONALISINGIT
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Delivery Excellence
Establishing and running client side programmes, projects and PMOs to improve delivery performance at each state of the value chain from strategy to results
Common client challenges:• Difficulty translating a strategy into an achievable and measurable programme• Saying no to projects for rational reasons related to the strategy - still a rare
capability amongst the portfolio offices• Tracking progress and reporting is not enough any more for a good PMO, need to
provide insight, be predictive, smart, lean and consistent across the company
The Qedis Difference
Expertise in implementing
efficient & pragmatic ways to measure and deliver the strategy
and programmes
Simple tools and processes to prioritise the right
projects and drivethe value realisation
CorporatePMO
ProgrammePMO
Project and Programme
Management
Smart people
who make things happen
Project andProgramme
ManagementStrategic
EnterpriseManagement
PortfolioManagement
PMODELIVERY EXCELLENCE
Taking the IT organisation through a series of step changes in the way that it is organised, works together and grows talent to deliver business value, be
effective and efficient
Functional Model
Indicates functions provided by IT. Determines key
accountabilities for each function
IT Organisation Design
Operating Model
Career Development
Retail
Business Solutions and Programmes
Development
Business Units
Strategy & Architecture
Central Services
Business & ProcessArchitecture
Systems Architecture
Technical Architecture
Demand Management
Systems Implementation
Testing
Infrastructure and Application Services
Technical Management
Service Introduction
Service Continuity and Security
Managed Services
Service Management
System Management
Business Solutions
Project & Programme
Management
DemandManagement
Business Analysis
Commercial & IT ProcurementIT GovernanceChange Management
Systems Analysis
Systems Design
IT Group Management
IT Strategy
GM Logistics Food eCommerce
MarketingFinance HR IT
Demand
Strategy Services
Bu
sin
ess
Inn
ova
tio
n &
Bu
sin
ess C
ha
ng
eS
olu
tio
n D
elive
ryS
erv
ice
De
live
ryS
ou
rcin
gA
rch
ite
ctu
re &
Go
ve
rna
nce
13 Allocate initial resources to project and update portfolio
14 Confirm project approach and create initiation document
Project Initiation Document
Update Technology Projects List
Update Technology Projects List
Confirm & Allocate Initiation
& Planning Stage
Resources
Confirm & Allocate Initiation
& Planning Stage
Resources
Confirm & Allocate Initiation
& Planning Stage
Resources
Confirm & Allocate Initiation
& Planning Stage
Resources
Perform Portfolio Risk
Assessment
Perform Portfolio Risk
Assessment
Confirm Key Deliverables for
all Gates & Agreed
Tolerances
Confirm Key Deliverables for
all Gates & Agreed
Tolerances
Confirm Start Date, Approach, Gather Existing Docs & Agree
Gate Tolerances
Confirm Start Date, Approach, Gather Existing Docs & Agree
Gate Tolerances
Confirm & Allocate Initiation
& Planning Stage
Resources
Confirm & Allocate Initiation
& Planning Stage
Resources
Confirm Business
Resources
Confirm Business
Resources
Create Risks & Issues RegisterCreate Risks & Issues Register
Create Quality Plan
Create Quality Plan
Create High Level Plan
Create High Level Plan
Create Procurement
Plan
Create Procurement
Plan
Create High Level Plan
Create High Level Plan
Setup Project Financials
Setup Project Financials
Setup Budget & Forecast SpendSetup Budget & Forecast Spend
Gate 1
15 Update project estimates and confirm progress to next stage
Create Benefits Realisation Plan
for Business Case
Create Benefits Realisation Plan
for Business Case
Update Budget Including Actual
& Forecast Spend
Update Budget Including Actual
& Forecast Spend
Provide Input into & Review
Business Case & KPIs
Provide Input into & Review
Business Case & KPIs
Update & Review Business
Case & KPIs
Update & Review Business
Case & KPIs
Create Consolidated Project Plan
Create Consolidated Project Plan
Assess ServicesAssess Services
Provide Input into High Level
Plan
Provide Input into High Level
Plan
Provide Input into Risk & Issue
Register
Provide Input into Risk & Issue
Register
Provide Input into High Level
Plan
Provide Input into High Level
Plan
Key: Activity Role Deliverable N Strawman GroupKey: Activity Role Deliverable N Strawman Group
Rail IS Director Bus IS Director FGA IS Director
Functional Business Partners
PSO DirectorBusiness Systems
DirectorIS Managed
Service Director
Rail IS Operations Manager
Rail IS Project/Prog Mgr
Rail IS BusinessSystems Manager
Bus IS Operations Manager
Bus IS Project/Prog Mgr
Bus IS BusinessSystems Manager
Bill HallIS Operations
Manager
Project/Prog Mgr
Service Delivery Manager – Help Desk
IS Supplier Contracts Manager
Finance
HR
BusinessSystems Mgr Lotus Notes
IS Training Manager
Corporate SystemsManager
CIO
Divisional Delivery Functional Governance
PA
Procurement
Marketing
Legal
IS Security Officer (including Internet)
Project Manager
Technical Project Manager
The accountabilities defined in the Functional Model and the handoffs agreed in the Operating Model form the basis of
the IT Organisation Design
The “how” behind the functional alignment.
Details key activities and the hand-offs between
functions
The competencies defined in the job descriptions
underpinning the Organisation Design form
the basis of the career progression
Common client challenges:• Missing or inappropriate skills mix• Ineffective/inefficient structure and ways of working• Poor talent acquisition, development and opportunities • Teams not working well as a result of a merger/integration• Poor value and engagement with suppliers
Examples of Professionalising an IT Organisation The Qedis Difference
Relationships with high end IT
recruitment agencies to fill
vacancies Library of tools and templates built from industry best
practices and application in small,
FTSE250 & global IT organisations
Range of operating models for IT organisations
across various industries.
Professionalising IT
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Skills andCareer
DevelopmentRestructure,Recruitment
and Transition
Organisational Design and
Change
Functionaland Operating
Model
PROFESSIONALISINGIT
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Business Change
Providing client side support to manage and deliver the business journey, organisation and individual change associated with major a technology change
Common client challenges:• Lack of experience or a pragmatic approach in managing the business journey• Majority of budget and delivery attention focused on configuring the
software/technology, not preparing the business or individuals for the change • Business or stakeholders not engaged or committed to the transformation• Programme not setup, organised or resourced to deliver the business
transformation
Many years of full-life cycle ERP
implementation experience.
Excellent mix of ERP, programme and change skills
Understanding sustainability is critical.
Many IT enabled transformations fail
because a lack of sustainable infrastructure
to support the people and growth.
We are not systems integrators or outsourcer. We
only work with small, experienced teams within
the client people, with sole purpose of making
the business change successful
The Qedis Difference
CurrentState
The JourneyVision &
ObjectivesProcessesProcesses
PeoplePeople
TechnologyTechnology
Step 1 Articulate vision, objectives and
benefits
Step 4 Determine size of the gap
Step 5 Identify enablers and barriers
Step 3 Understand starting point
Step 2 Define what each of these needs to be to deliver the vision and their inter-relationships
Step 6 Map thetransformation journey:• Programme architecture• Change architecture• Capability enhancement plan• Benefits tracking
Release 1 Roadmap (Draft for discussion and further refinement)
Bu
sine
ss T
rans
form
atio
nB
usi
ness
Tra
nsfo
rmat
ion Complete Impact Analysis & Design Validation
Ana
lysi
s &
A
rchi
tect
ure
Ana
lysi
s &
A
rchi
tect
ure
Ope
rati
ons
and
In
fras
tru
ctu
reO
pera
tion
s an
d
Infr
astr
uct
ure
Ap
plic
atio
n B
uild
Ap
plic
atio
n B
uild
Ris
k &
Co
mp
lianc
eR
isk
& C
om
plia
nce
Impl
emen
tatio
nIm
plem
enta
tion
Release 0.4 – ChannelsDevelop OLB 1.0
Agree Requirements Design OLB 1.0 Develop OLB 1.0
Release 0.1 – Customer & Foundations
Confirm Requirements
Create Solutions Blueprint Configure GS
Configure Global Settings
Update CIS
Configure BPConfigure GS
Release to Pre-Production
Install SAP
Release 0.2 – Basic Product and Transactions
Release 0.3 – Payments and additional features
Develop ServicesDesign & Develop
PDSDesign & Develop
PISDesign & Develop
Transfer
Build SAP Release 1.2
Configure LimitsCreate Solutions Blueprint
Develop Payments Interfaces
Configure Product Features
Confirm Requirements
Build Tech Proving EnvironmentDesign
Environment Procure Hardware
Configure Hardware
Identify Training Requirements
Plan for TrainingDevelop a Training
PlanDevelopment
Train ing Materials
Release to Pre-ProductionBuild and Configure
LMTRBuild and Configure
ALS Install BOSS 1.0
Install D iscovery 1.0 Install and Configure SAP 1.1
Build SAP Release 1.1Confirm Basic Product
RequirementsCreate Solutions
BlueprintConfigure Account
Opening
Configured Basic Product
Develop BOSS 1.0
Confirm Requirements Design BOSS 1.0 Develop BOSS 1.0
LMTR 1.0Confirm Required
Messages
Build LMTR Infrastructure
Develop Interfaces Messages
Build ALS
Confirm Requirements Design ALS Build ALS
Test Release 0.2
Integration TestDevelop Test Plan Unit Test
Confirm Requirements
Design Changes Develop Discovery 1.0
Develop Discovery 1.0
Business PartnerComplete
ArchitectureCreate Solutions
BlueprintConfigure BP
Test Release 0.1Create Test Plan Test Forward
CongruencyTest Reverse Congruency
Confirm Requirements
Make Changes to CISImplement ChangesDesign Changes
Complete Documentation
Reporting / BI BuildCreate Conf igurat ion Documentat ion
Complete Documentation
Reporting / BI BuildCreate Conf igurat ion
Documentat ion
Complete Documentation
Reporting / BI BuildCreate Conf igurat ion Documentat ion
Update LMTR to version 2.0
Implement PDS, PIS and Transfers
Install & Complete SAP 1.2
Release to Pre-Production
Test Release 0.3
Integration TestDevelop Test Plan Unit Test
Develop LMTR 2.0
Agree Requirements Design LMTR 2.0 Develop LMTR 2.0
Complete Documentation
Reporting / BI BuildCreate Conf igurat ion Documentat ion
Integration TestDevelop Test Plan
Test Release 0.4
Unit TestDevelop LMTR 3.0
Agree Requirements Develop LMTR 3.0Design LMTR 3.0
Build SAP Release 1.2Create Solutions
Blueprint Develop Services
Configure Product Features
Configure GL
Develop Discovery 2.0
Agree Requirements
Design Discovery 2.0
Develop Discovery 2.0
Develop BOSS 2.0Agree
RequirementsDesign BOSS 2.0 Develop BOSS 2.0
Release to Pre-ProductionInstall and
Configure SAP 1.4Update LMTR to
version 4.0Build Base 24
Integration
Implement ACI Integration
Update OLB to version 2.0
Complete Documentation
Reporting / BI BuildCreate Conf igurat ion Documentat ion
Test Release 0.5Develop Test Plan Integration TestUnit Test
Release 0.5 – Cards
Develop LMTR 4.0Agree
Requirements Develop LMTR 4.0Design LMTR 4.0
Develop OLB 2.0
Design OLB 2.0Agree Updates to OLB 1.0 Develop OLB 2.0
Develop Base 24 IntegrationAgree
Requirements Design Interfaces Develop Interfaces
Build ACIAgree
Requirements Develop Interfaces
Configure ACI
Build SAP Release 1.4Create Solutions
BlueprintDevelop Card
InterfacesConfigure Product
Features
Configure Reporting
Conduct Production Testing
Develop Test Plan UAT (BAT) Defect Management
Integration Testing (BIT) Migration TestingRegression Testing
Conduct Platform Proving
Conduct Resilience & Failover Tests
Conduct Disaster Recovery Tests
Develop Test Material
Conduct Operational Acceptance and Service Management Testing
Conduct Security Tests
Conduct Performance Tests
Conduct Non-Functional Testing
Make Go/No Go DecisionsFinialise Release Go/No Go Criteria
Conduct Final Go/No Go Evaluations
Friends and Family Pilot
Migrate Friends & FamilyNew Account CreationMonitor Feedback
Plan Master Data MigrationAgree Approach
MigrationAgree Customer
Prof ilingAgree Go / No Go
Criteria
Release SAP 1.5 Release Cheques Interfaces
Develop Release Plan
Agree Go / No Go Criteria
Plan for ReleaseDevelop Release
Process
Gather Existing Processes
Identify Impacted Processes
Identify Processes Owners
Review SAP Processes
Design New Processes
Detailed Process DesignReview Organisat ion
Against New ProcessesCarry out Org
Impact AnalysisDesign Target Org
Structure
Design New OrganisationDevelop Transit ion
PlanReview RewardsReview Roles and Responsibilities
Prof ile Customers Identify Safe Live Users
Develop Detailed Migration PlanAgree approach to
back book migration
Conduct Migration PlanDelta File
Manage Updates & Changes
Validation of Data
Advise on Products
Draft of Contract Terms & Conditions
Advice on Proposed Products
Advising on Sales Process Insurance
(ICOB – FSA Regulation)
Advising on Sales Process Banking
(COBP)
Contract with Third Party Insurer
Amended if Required
Advise on Sales ProcessAdvice on ID/Anti-Money Laundering
Deliver Interface & Data Migration Controls
Build & Test Technical Security
Deliver Process Contro ls
Deliver Production Application Security
Complete Risk Review
Build & Test Process & Compliance Security
Perform Documentat ion Audit Complete Regulatory Audit
Define Risk & Compliance MI Requirements
Define Risk & Compliance MI Requirements
Deploy ControlsDeploy Process
Contro lsDeploy Production Application Security
Deploy IT ControlsDeploy Interfaces & Data Migration Controls
Scope Contro l
Implement Release Management
Version Control
Release SAP 1.6Release Discovery
3.0Release OLB 3.0
SCA LIVE MVA LIVE
Release to Pre-ProductionInstall and
Configure SAP 1.3Update LMTR to
version 3.0Update Discovery
to 2.0
Update BOSS to 2.0
Update OLB to version 1.0
Develop & Test Reports
Obtain Reporting Strategy ApprovalBuild Reports Assess As-Is
Reports
Document As-Is Reports
Design To-Be Reporting
Develop Reporting Strategy
Develop & Test Reports
Release 0.6 Cheques
Reporting / BI BuildCreate Conf igurat ion Documentat ion
Build SAP Release 1.5Configure Product
featuresCreate Solutions
BlueprintDevelop Cheque
Processing
Release to Pre-ProductionRelease SAP 1.5 Implement Cheque
Interfaces
Test Release 1.5
Integration TestUnit TestDevelop Test Plan
Migrate Back Book Synchronise
Transactional DataAccount Cutover
Advice on Proposed Approach
Advice on Prenotificat ion of Changes to Terms & Conditions
Review Approval of Marketing Materials
Review Approval if Communications
Advice on Change to Terms & Conditions
Flex Account Migration
Release 0.7 Bundled ProductsBuild SAP Release 1.6
Configure Product features
Create Solutions Blueprint
Develop Interfaces to 3 rd Parties
Build OLB 3.0
Release to Pre-ProductionRelease SAP 1.5 Release OLB 3.0
Build Discovery 3.0Develop Discovery
3.0Agree
RequirementsDesign Discovery
3.0
Release Discovery 3.0
Test Release 1.6Develop Test
Plan Unit Test Integration Test
Complete DocumentationReporting / BI BuildCreate Conf igurat ion
Documentat ion
Develop OLB 3.0Agree Requirements Design OLB 3.0
Develop a Training Schedule
Plan Logist icsSet up Training Environment
Deliver Train ing Review Quality
Deliver Training
Communicate New Org Structure
Update Role Descriptions
Identify Skills and Resource Gaps
Transition to New Organisation
Manage TransitionCommunicate New RolesRecruitment
Support Leadership
Support Leadership (ED/DD)
Provide Support
Provide User SupportEvaluate & Refine
Support
Monitor Adoption
Monitor Adoption
Design Support Structure
Design Operational Support
Document Environment
Create Operations Manual for Environments
Create Handover Plan
Manage Handover of Responsibilities
Handover of Technical Environment to BAU
Implement Continuous Improvement Plan Monitor Call/
System Trends
Complete Post-Production Stabilisation
Manage Post-Production “S.W.A.T” Team
BBA LIVE
Manage Change Contro l
Manage Service Levels and Improvement Plan
Manage Applications
Manage Service Delivery
Support Early Operations
Prepare Operations OrganisationDevelop Support
OrganisationImplement Changes to
Legacy SupportDevelop Ops Manual for Build
Support the Build Phase
Backup and RecoveryMonitor Environment Environment
Maintenance
Build Production SAP Technical EnvironmentConfirm
RequirementsDesign
Environment Procure Hardware Configure Hardware
Build Test Environments for NBS ApplicationsAssess Available
EnvironmentsCreate a planned aligned
to developmentProcure Hardware Configure
Hardware
Confirm Requirements
Build Pre-Production SAP Technical Environment
Design Environment
Procure Hardware Configure Hardware
Monitor Call/System Trends
Complete Post-Production Stabilisation
Manage Post-Production “S.W.A.T” Team
Software Application Technical Issues
Network Infrastructure
Software Application Performance and Stability
Interface and Integration from Legacy System
Monitor/Tune Performance
Requirements Catalogue
Swimlane Diagrams
Use CasesProcess Flows Business Rules
Complete Detailed Requirements
Gap Analysis Gap ClosureGap Prioritisation
Identify Gaps Run WorkshopsGain Sign-off
Document ResultsGap Prioritisation
Complete High Level Requirements Complete MVA RequirementsIdnetify Detailed MVA
Requirements
Agree Requirements with Business
Agree Requirements with 3 rd parties
Prepare Technical Specs
Prepare Functional Specs
Prepare Business Blueprint
Complete Application Architecture
Complete Detailed Design
Friends and Family Pilot
Pilot Account MigrationManage Change Request ProcessDefect Management
Prepare Migration ApproachFinalise Migration
StrategyFinalise Migration
PlanTest Approach in Pre-production
Gain Business Approval
Release SAP Business Partner
Release Updated Channel Code
Release LMTR
Move Technical Proving Releases to Production
Prepare and Cleanse DataPerform Data
CleansePrepare Data
CleanseDevelop Data
Management ApproachIdentify Data
Owners
Move Release to Production for SCA
Move Release to Production for Bundled ProductsRelease 3rd Party
Interfaces
Complete Compliance Audit
Complete Compliance Audit
Advise on Account Maintenance
Advising on Various Documentat ion
Communication Issues
Advise on Complaints Process
Advising on Complaints Process to Ensure FSA
Compliance
Advise on Third Party Contracts
Drafting/Revising Contracts
Negotiation
Revise Target Operating Model
Determine desired changes
Determine Business Implications of TOM and
Requirements
Run Change Learnings, Business Readiness and Culture Review
Run Change Learnings, Business Readiness and Culture Review
Define MI Strategy
Define MI StrategyAchieve Business
Sign-off
Complete Documentation
Implement Performance Management System
Validate Performance Management System
Assign Performance Targets
Assign Performance Targets
Initia te Benef its Ownership
Initiate Benefits Ownership
Prepare Performance Management Startegy
Plan Benefits Realisation
Assign TargetsSet Business Targets
Run BTB
Create Transition Plan
Plan Systems Transition Define Transition
ApproachIdentify Impacted
Systems
Plan & Map Data
Define Brand Data Identify Currency/Accountability Periods
Define Customer Data
Define Migration Approach
Define ETL Tools Requirements
Define Location Data
Identify data owner Map Legacy Data to Target Model
Define Target Data Model
Enable SolutionRelease Updated Services
Release Card InterfacesRelease SAP 1.4
Move Release to Production for BBA Release Channel
InterfacesRelease Payments
Interfaces
BusinessReadiness and
Transition
CultureStrategy
and ChangeEnablement
ProgrammeVision andBusiness
Case
Comms andStakeholder
Management
BUSINESSCHANGE
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Community, Service and Recognition
Ranked 4th out of 964 companiesSpecial Award for Innovation in Workplace
Engagement
The only Management Consultancy to achieve 3 star accreditation
Qedis is a member of the Skills for Information Age, with 3 SFIA certified consultants
A preferred supplier on the Buying Solutions ICT Strategy & Consultancy Framework
Recognition for 3 consecutive years
Helping mentally challenged young people in the community to develop through the use of
music
Supporting the development of IT skills in the UK and sitting on the steering group for the IT Academy
Bright Futures Corporate Investor of the Year 2010, For Student
Mentoring and Career Development
We want to be famous for our nextgen consulting approach. At the heart of nextgen is a need to challenge the norm and always do the right thing.
Consulting
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“So what does this actually
mean?”
“We help our clients to be successful for the long
term. We don’t just decide the answer and make it fit. We won’t sell you spin and hype or pretend to know
everything about your organisation. We don’t take on a job unless we
know we can deliver results.”
“But how do you show this in your
work?”
“We listen to clients to understand their
business. We transfer our knowledge and
capabilities to help clients help themselves. We work
with your people and we see our projects through to the
end. We guarantee our work.”
Qedis Vision – Next Generation Consulting
What we do(Mission or Purpose)
How we compete
(Differentiators)
How we behave(Values)
We help clients to help themselves
We are the friend of the CIO
We guarantee our work
We want to change the way the world thinks about consulting by building a Next Generation management consultancy focused on getting the job done for our clients, unleashing the potential of our people and nurturing community around us. Our success is founded upon and evidenced in the enduring relationships we build with both individuals and organisations.
Always saying and doing the right thing
Quality of people and everything
we do
Looking after the core of
our company
Easy to work with, willing to try new
things
Building a meaningful business we are proud of
Integrity Excellence People Agility Ambition
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In the Words of Our Clients...
“We made the right decision in using Qedis – despite, on paper, bigger hitters being on the list. Qedis brought ideas and creativity that took us beyond the conventional… and pushed us out of our comfort zone.” David Jacklin, CIO National Express plc
“We brought in Qedis to manage some of our most troublesome projects and have been consistently pleased with their pragmatic and flexible approach. Qedis have integrated within our team, managed business stakeholders and removed many obstacles in order to ensure on time delivery”. David Henderson, CIO of Associated & Northcliffe Media IT Services
“Over the past two years Qedis have proven an invaluable resource to Wachovia in many key initiatives bringing to us an in depth level of project management capability, always delivering to the highest of standards and in taking proactive actions to creatively control costs in challenging times. These coupled with a great emphasis on integrity, reliability and flexibility has lead them to become a highly trusted and valued partner.” Simon Roche, Wachovia
In the Words of Our Clients...
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"We have had a working relationship with Qedis over the past three years and we can't see the join. The fact that they have had 'skin in the game' has been important too. We put a large percentage of the cost of this programme at risk for them and behind key milestones. They had to deliver aggressively and we measured them very closely." Darin Brumby, CIO First Group plc
“The complexity of these tasks was mind-numbing. In addition to different labour laws and practices in each place, we had to deal with both legacy issues and the creation of new systems from scratch. I can truly say that without Qedis it simply would not have been possible”. David Rudlin, Director of International Markets, Forevermark, DeBeers
“Qedis helped us transform our IT provision faster and more efficiently than we believed we could. Their quick responses and ability to use our own staff enabled a quality team delivery without the usual consultant overload.” Justin Holiday, Assistant Chief Executive, Haringey Council
“Qedis have proven a trusted partner over the past three years and have been an important part of the transformation we have delivered.” Darrell Stein, CIO, Marks and Spencer PLC
In the Words of Our Clients...
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“Qedis helped me avoid approx £5.5mil p.a. of costs by filling posts with civil servants. This was no small feat given the challenge of the recruitment processes within the Home Office which are not geared towards attracting external candidates. They have successfully worked with HR and the various Home Office teams involved to minimise the effect on candidates which has resulted in 17 new senior recruits in to Home Office IT. They have also shown incredible commitment to achieving my desired results putting in additional effort to get us over the line even when their part in the restructure and recruitment initiative had ended. I value their commitment, energy and advice when entering periods of uncertainty as they have given me the clarity I needed to make some difficult decisions.” Denise McDonagh, Head of IT, Home Office
“Qedis excel at creating bespoke services for their clients delivered by just the right people” Russell Eacott, Programme Director, Building Schools for the 21st Century, London Borough ofHillingdon
"Qedis provides bright, adaptable people who integrate easily into our teams and make a real difference." Victoria Garnell , IT Manager, Marks and Spencer PLC
In the Words of Our Clients...
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“What I like about Qedis is that their people all have that magic ingredient which allows them to cope with uncertainty and just get on with delivering what’s needed. The flexibility in their approach means I trust them to deliver anything set before them, anticipating what I need and identifying ways round obstacles they may encounter - they are never limited by the complexity of the challenge set before them.”Elaine Holt, CEO, Directly Operated Railways
“Our Qedis consultant was able to engage speedily and effectively with service managers, obtaining their confidence and buy-in to the methodologies and interventions that he introduced. There has been a high level of skills transfer to key players in our management team, giving us a sustainable approach to delivering further service improvements.”Abimbola Odunsi, Head of Barking and Dagenham Direct, London Borough of Barking and Dagenham
“It was a refreshing change to work with the team from Qedis; they quickly understood our business and worked well with people of all levels throughout Seymour which resulted in a logical business result which we have been able to implement with very few changes.” Tracy O’Sullivan, MD of Seymour
In the Words of Our Clients...