Here are a few engagements we’ve participated in over the years.
IT Strategy – Manufacturing
A $120M family owned manufacturer of powdered metal components was floundering and brought in a new CEO to right the ship. He quickly flagged IT as a critical component of the company’s challenges and was referred to Gryphon for help.
Executing Gryphon’s fact-based process methodology, we ascertained the specific underlying causes of the company’s IT issues. Among these were a lack of strategy-based priority setting, minimal recognition of the importance of training during and following the implementation of their ERP system and subsequent under-use of the ERP’s capabilities and proliferation of workarounds and unnecessary point solutions. This information was used to guide senior management through a structured planning and prioritization process to produce a comprehensive IT strategy.
Implementation of key strategic initiatives were subsequently overseen by Gryphon staff. These included, identification of a strategic partner to execute the reorganization of IT and provide key additional resources using an outsourcing model, and selection of a replacement MRP2 system.
As a result of the successful implementation of these and other important initiatives, the company, then on the edge of the abyss, has prospered and continues to be the source of critical components for automotive power-trains, electric motors, HVAC systems, household appliance products, power tools and outdoor power equipment.
IT Strategy – Government
The newly hired COO of a Southeast PA county government administration with 2500 employees and serving 600,000 residents was tasked with streamlining operations and upgrading services. With IT a key contributor to the sub-optimal state, the COO hired a 3-person consulting team to take responsibility for IT and revamp the department.
Gryphon’s team member executed the company’s methodology to produce an IT strategy to address the needs of the organization. This included:
- Interviews with 40 members of leadership across 20 county departments and offices, including 9 managed by separately elected officials and the county courts
- Surveys completed by a diverse set of IT consumers and IT providers
- A review of IT staff backgrounds, and
- Discussions with key IT staff
The strategy included major network and voice communication upgrades, and a top-to-bottom reorganization of the IT department. The reorganization included staffing a business analyst team to liaise between department heads/elected officials and the CIO, a properly delineated technical support team to handle desktop and network support, and creation of a fully staffed help desk. These changes enabled a significant increase in throughput of IT deliverables without the need to hire new staff.
Gryphon’s consultant also managed implementation of the network and telephone upgrades, provided 6 months of interim management for the technical support teams pending hiring of a full-time resource, and oversaw selection and implementation of help-desk software.
The implemented strategy produced estimated savings of over $3M, significantly reduced IT department turnover, improved inter and intra-departmental communication and established an IT department ready to address the County’s long-term needs.
Data Governance – Healthcare
A large MO-based healthcare provider organization needed help establishing a data-driven decision-making culture, the basis for establishing trusted sources of information, and a structure for managing and exploiting the organization’s intellectual property.
Gryphon’s consultant worked closely with client project staff to construct a custom data governance program, tailored based on data collected from across clinical and business functions via interviews, surveys and questionnaires.
The program design deliverable provided background to ensure management understanding of the genesis of the design and establish its validity. The data governance program design addressed people, process and technology components required for program success as well as a detailed road-map with step-by-step implementation guidance. The phased approach of the implementation plan helped ensure the client project team’s ability to obtain early wins, critical to eventual expansion of the program across the organization.
Requirements Definition – Government
Senior management of the PA Liquor Control Board, a $1.2B state agency responsible for liquor licensing, distribution of alcoholic beverages and retail sale of wine and spirits, determined that it was necessary to upgrade/replace the PLCB’s aging accounting and warehouse control systems.
Gryphon consulting resources were hired to work with PLCB’s IT staff and guide their analysis and documentation of the organization’s internal operations as precursor to issuing an RFP for a suitable replacement.
Gryphon recommended a functional rather than department-focused analysis approach, restructured the PLCB IT project teams accordingly, and facilitated a ½ day agency-wide JAD (joint application design) session. Using the information obtained, Gryphon staff blitzed a high-level process model that was used to structure the work of the PLCB analysis teams. These project teams revised and fleshed out the draft model to produce detailed functional requirements for an integrated system. The model became the central component of a well-defined RFP ready for distribution to interested vendors.
Prior to issuance, the RFP was significantly scaled down to address only the warehouse components, as the Gryphon-led analysis made clear that reallocating business responsibilities, as a new system would require, was untenable given the reality of the agency’s structure. This reduction in scale saved the state, and its taxpayers, at least $1M by avoiding a costly IT failure.