To overcome the business challenges, as detailed above, LABUR first rationalized the application landscape from 900 to 600. After taking inventory of the applications, systems and IT resources, an application portfolio management (APM) project plan was developed. LABUR’s Advisory Services then identified which applications and systems were critical to business operations by defining the cost, identifying the value and assessing risk. Of the 600 applications, 350 were identified as business critical.

The application and systems portfolio was then streamlined to make way for true post-M&A digital transformation, speeding up operating efficiencies and paving the way for future acquisitions. LABUR then prioritized the alignment of seven different IT functions with differing agendas and application and system priorities, which ultimately meant realizing operational efficiencies with downstream business impacts and unifying an incredibly complex IT function.

Throughout the project, LABUR worked collaboratively with onshore and offshore vendors as well as 60+ internal executives and key stakeholders, including presenting one-on-one to the CIO on a reoccurring basis. Additionally, LABUR assisted with the onboarding of vendors and other outside resources on an as needed basis, as well as served as a mentor to the IT team in order to shift the focus from order taker to true IT business partner.