Client Success
Stories
We Do,
Stories Speak
Client success stories provide insights into how Kepner-Tregoe consulting and training services resulted in measurable improvements in targeted KPIs.
Client success stories are organized by industry, but many are relevant across industries because they illustrate dramatic results based on the application of analytic thinking to the problems, plans and decisions made by individuals and teams in our increasingly digitized and changing business environment.
From Project Overload to Project Control
Challenge
When the leaders of an international beverage company wanted to improve product development, they turned to Kepner-Tregoe (KT). Chronic project overload and lacklustre project performance had hampered new product success. KT helped the organization compare best practices with the current product development process, identify gaps in performance, and collaborate on a multifaceted improvement plan for product management.
Result
The new, systematic approach links strategy and product development and provides clear, prioritized criteria for selecting projects. High-level portfolio management and an agreed-upon process guide projects through the product development pipeline. Chronic project overload has been overcome by improving resource use and allocation and by integrating risk management, project management tools, and project monitoring into the process.
Company Sustains Sweeping Changes to Product Development
Challenge
This foods product company worked with Kepner-Tregoe (KT) to redesign their product development process defining new roles and responsibilities and new commercialization activities. In some instances, the approach required radical changes in behavior. KT partnered with this client to design and implement a new process and sustain the necessary changes.
Result
In six months, KT helped execute a three-pronged approach to product development. The KT team helped the client stay on course, guided by clear objectives and metrics. The project completed on time and on budget. Now new products are developed through a process owned by the client and managed by their own project managers working consistently across the product portfolio.
Transforming Problem Management
Challenge
The Global Problem Management team for the Group Technology and Operations (GTO) division of a major German bank wanted to standardize the problem process. They were experiencing inconsistency in the approaches used by Problem Managers during Root Cause Analysis (RCA) sessions. There was no common structure or format for RCA, creating confusion about the nature of the problem and the objectives.
Result
Kepner-Tregoe (KT) worked with the team to transform the efficiency and effectiveness of Problem Management by using Value Stream Mapping. They identified bottlenecks in the initial investigation and tackled the quality of problem investigations by introducing KT Clear Thinking processes. The transformation program reduced the number of incoming incidents by 60% in year one, and by 55% the next year.
Global bank reduces priority 1 incidents by 50% in year one, and additional 20% in year two
Challenge
A global bank was struggling to improve problem management in vastly different IT infrastructures. They turned to Kepner-Tregoe (KT) and its problem management tools to address each unique challenge. A leader in a second organization was looking for KT to assist in addressing the problem management issues after joining a new institution.
Result
Kepner-Tregoe proposed and implemented a multi-stage restructuring plans to address each unique problem with the same set of analysis techniques. Despite two very different IT infrastructures and problem management challenges, Kepner-Tregoe ramatically reduced the number of critical incidents at both banks within the first 12 months.
Increasing IT Stability
Challenge
A major global investment, wealth and services management company and one of the largest custodian of assets in the world was looking to increase its IT stability through better root cause analysis of major client-impacting incident. IT problems were being handled through a dispersed group of individuals, without having a clear strategy or aligned approach, making sustained improvements virtually impossible. The goal was to recognize a minimum of 20% improvement in overall stability of Priority 1 incidents.
Result
A pilot project was implemented within the infrastructure organization to improve the overall Root Cause Analysis (RCA) process with the ultimate goal of improving stability. Based upon the rapid engagement of SME's for the root cause investigation by the Problem Manager, reinforced through the disciplined approach of Root Cause Analysis, which resulted in more accurate findings, the program saw a significant improvement in overall stability. Senior IT management approved extension of this program across the rest of the IT environment.
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really matters that you find the best solution, the KT
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supporting clients use of the KT methods in a wide
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