Your company has the largest retail financial delivery system in the nation (1,200 outlets). Unfortunately, the hardware and software driving the system is 15 years old and the primary vendor has just terminated product and maintenance support for both. The secondary equipment market can provide replacement parts but at a premium. Further, the customer service workstations are topped out on both memory and storage.

Meanwhile, your competitors are launching new productsand promotions that are based on state of the art delivery systems. A recent feasibility study estimates that it would take $30 million over a 2 year period tocatch up. You know that you must take action now, or loose market share. What actions do you take? Note: the scrap value of the existing hardware is only worth about 1% of the projected investment.

First of all, you contract a big six consultancy to perform a bottom up analyses of the retail delivery enterprise. Next, you sub contract Palisades Technology Group to get the process and workflow analyses completed.

Here is a summary of what we did for a major Australian financial services company:

• Developed Measurement Standards and Metrics
• Constructed Data Collection Models and Forms
• Developed Database Information Repository
• Collected /Measured Processes In the Field (IncludingStaff/Customer Interviews/Feedback Surveys)
• Correlated Data and Produced Cost/Benefit Analysis
• Analyzed Function/Process for System Fit
• Conducted Joint Application Design (JAD) Sessions
• Produced Finding and Recommendations Document

The net result of our analyses efforts produced over 300 documented processes with 200 targeted for reengineering and 55 for systems integration. An initial savings of $3 million per annum was realized in process reengineering alone.