Bridging Projects

“Customer experience” and “digitalisation”, when correctly applied are more than just some buzzwords to rectify the heavy spending for (IT) budgets. It is not just about building an extensive app suite, long-running AI-projects, or fancy virtual/augmented reality projects. It is about rethinking the raison d’être of your business by bridging your service or product offering towards the real needs of your clients. This requires an assessment of the meaningfullness of your client contacts, define ways to improve the client experience during every client contact and to use the positive monumentum to direct the client towards a new salescycle. Only when having the basics right, a digitalisation excercise redesigning the processes, and implementing the right technologies for the right purposes can be successful.

Bridging projects can help you to define your customer journey, redesign your processes and to support you by defining the requirements for your IT projects and to manage your digital transformation programmes.

In many organisations business and IT are considered as two distinct divisions. Where “the business” develops the strategic plans and defines the business requirements and on the other side “IT” provides “IT services”. In those organisations, there is a visible gap between business and IT, where the business and IT speak a different language.

In an ideal world, the strategic plans are translated into tactical solutions driven by the IT strategic plan which in turn is driven by the business requirements. As such the IT solutions add true value to the business. To achieve this the function BRM (Business Relationship Manager) comes at stake. BRMs have an understanding of business processes and how IT solutions can be deployed to meet the business requirements. The BRM is positioned between the business and IT and acts as a bridge between the two groups.

Bridging projects can help you to evaluate, refine or perform your BRM function, to better bridge your IT department with your business strategy and ensure that your IT department delivers true value.

 

Wim has developed a deep experience as a consultant within the biggest consulting organisations in Belgium since September 2008. Wim has gained experience during his employment at KPMG (2008-2011) and Deloitte (2011-2018) in translating strategic objectives of organisations in practical and innovative solutions. Within this area, Wim acted as SPOC for digital transformation programmes,  redesigned processes and embedded the required changes within different organisations.