by demo3 | Dec 22, 2025
This international technology company, historically known for its innovative offerings, found itself stagnating in its core markets. Endowed with substantial corporate funding each year, their Labs (R&D) organization invented numerous new products, only to have them languish internally without being embraced by their business units (some of which were very similar to those successfully introduced by competitors – years later).
SOLUTION:
We worked with their R&D group to:
- Develop a portfolio structure to focus their innovation efforts on the specific areas that aligned the organization’s capabilities with the company’s strategic goals and specific business unit priorities
- Establish the process by which new R&D efforts are funded, prioritized and initiated — to better reflect the needs and interests of the business units
- Restructure the R&D organization — aligned with the new portfolio approach — and re-formulate the teams with the necessary skill-sets
RESULT:
Reframing the “who pays for what” to ensure that the business units “sponsored” projects in particular portfolios raised the adoption rate from 7% to 75%. This model has been replicated throughout the company’s business units for their BU-specific innovation efforts, and the company has resumed its place as a leader in their market.
by demo3 | Dec 22, 2025
The IT function of this multi-billion dollar travel services company was challenged by stability and cost issues, largely driven by uncontrolled complexity, exacerbated by widely distributed IT decision-making.
SOLUTION:
We worked closely with the client’s executive and technology teams to define and implement a cohesive IT Governance Framework by:
- Establishing comprehensive governance processes, encompassing setting and governing technology standards, as well as business unit-driven projects and IT/infrastructure projects
- Restructuring the IT organization, with defined roles, responsibilities and decision rights
- Implementing a “dashboard” of financial and operational/performance metrics for tracking success
- Constructing a feedback loop – such that the organization can continually refine and improve upon their ability to meet their business commitments
RESULT:
The new CIO, assisted by an energized management team (that had been involved in developing the new framework) was able to rapidly realize significant cost savings and operational improvements – while adding new services and reducing complexity.
by demo3 | Jan 27, 2026
This leading technology company determined that its Enterprise Architecture capabilities were one of the keys to its future competitiveness. It was mandatory that their infrastructure be cost-effective, flexible, and able to facilitate rapid responses to market demands, yet the current structure hampered efforts to improve.
SOLUTION:
We worked in tandem with both technology and business executives to:
- Define the key strategic goals and requirements of the organization — aligned directly with corporate business goals
- Devise structural options which meet these requirements and assess these structural options for capability, manageability and feasibility
- Draft the primary activities, staffing model, and both leadership and individual roles and job descriptions needed for the organization to be successful
- Execute — implement the new organizational structure, roles, responsibilities and job descriptions; remove staff with skill-set mismatch, interview/hire new skill-sets (including a new CTO)
RESULT:
The new organization catalyzed substantial changes in the enterprise architecture enhance the company’s competitive position — including efforts to reduce costs and complexity as well as improve stability.
