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Saros HQ

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      <h2 class="text-4xl font-AeonikBold">Saros HQ</h2>
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        40 Fitzwilliam Square West, 
Dublin 2, 
Ireland      </p>
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Saros Consulting UK

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        Kemp House, 
152-160, 
City Road,
London, UK      </p>
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Saros Consulting US

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      <h2 class="text-4xl font-AeonikBold">Saros Consulting US</h2>
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        Saros Consulting
598 Fifth Avenue, Suite 805*
New York, NY 10036
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Saros Consulting Switzerland

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        Baarerstrasse 43
CH-6300
Zug
Switzerland
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Saros Consulting Ireland

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        Cube Building, 
Monahan Rd , 
Cork 
Ireland      </p>
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      <h2 class="text-4xl font-AeonikBold">Saros HQ</h2>
      <p class="whitespace-pre-wrap">
        40 Fitzwilliam Square West, 
Dublin 2, 
Ireland      </p>
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        class="inline-flex items-center justify-center flex-shrink-0 h-10 py-5 px-10 text-white transition ease-in-out rounded-full font-AeonikBold min-w-36 lg:h-11 bg-teal500 cursor-pointer hover:bg-magenta500"
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      <h2 class="text-4xl font-AeonikBold">Saros Consulting UK</h2>
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        Kemp House, 
152-160, 
City Road,
London, UK      </p>
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        class="inline-flex items-center justify-center flex-shrink-0 h-10 py-5 px-10 text-white transition ease-in-out rounded-full font-AeonikBold min-w-36 lg:h-11 bg-teal500 cursor-pointer hover:bg-magenta500"
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      <h2 class="text-4xl font-AeonikBold">Saros Consulting US</h2>
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        Saros Consulting
598 Fifth Avenue, Suite 805*
New York, NY 10036
      </p>
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      <h2 class="text-4xl font-AeonikBold">Saros Consulting Switzerland</h2>
      <p class="whitespace-pre-wrap">
        Baarerstrasse 43
CH-6300
Zug
Switzerland
      </p>
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        class="inline-flex items-center justify-center flex-shrink-0 h-10 py-5 px-10 text-white transition ease-in-out rounded-full font-AeonikBold min-w-36 lg:h-11 bg-teal500 cursor-pointer hover:bg-magenta500"
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      <h2 class="text-4xl font-AeonikBold">Saros Consulting Ireland</h2>
      <p class="whitespace-pre-wrap">
        Cube Building, 
Monahan Rd , 
Cork 
Ireland      </p>
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        class="inline-flex items-center justify-center flex-shrink-0 h-10 py-5 px-10 text-white transition ease-in-out rounded-full font-AeonikBold min-w-36 lg:h-11 bg-teal500 cursor-pointer hover:bg-magenta500"
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<p><strong>Mary-Ellen, you&#8217;ve had a highly successful journey in the enterprise IT world. Could you share a bit about your background and what sparked your career path?</strong></p>
<p>My career journey has been both varied and rewarding. With the IT industry constantly evolving, there’s always a new challenge around the corner &#8211; and that’s what makes it interesting. I have over 25 years of experience in engineering and management roles across various sectors including aviation, manufacturing, retail and public services. Throughout my career, I’ve been driven by a passion for continuous learning and growth. I hold several professional certifications including PMP, Prince2 Agile, Scrum Master, and Lean Six Sigma Green Belt. Developing my skillsets helps me to stay at the forefront of IT programme management.</p>
<p>Today, my focus is on managing large-scale infrastructure projects, like the cloud migration project I’m currently leading for a global retailer. I also specialise in implementing transformation and modernisation activities and rolling out disruptive technologies. My foundation as an engineer means I understand how technology works and how processes hang together. I apply that expertise to every project, particularly when it comes to overseeing complex IT environments.</p>
<p>Before joining Saros Consulting, I honed my skills in project management and people management working at Aer Lingus and Fujitsu. In these environments, I was involved in high profile, complex, modernisation projects managing large teams &#8211; a challenge I’ve always loved. Now in Saros, I’m expanding on that expertise and taking it to the next level.</p>
<p><strong>What motivated you to join Saros Consulting, and how has your experience here shaped your professional growth?</strong></p>
<p>In October, I’ll mark three years with Saros and I absolutely love it here. In other companies I’ve worked in, it was difficult to get to know people, but here, I know every single person. It’s really nice, that feeling of being part of a community.</p>
<p>I’d achieved a lot in my previous role, setting up processes and new ways of working, but I’d gotten to the point where it was very much rinse and repeat. The opportunity to join Saros came at the right time, and it has led to some fantastic new opportunities.</p>
<p>Now, as a Programme Manager, I spend 80% of my time on a global retail account, and the remaining 20% across other client accounts, leading a large team of project managers, coordinators, business analysts, and technical specialists. It’s a very rewarding role and I thoroughly enjoy the variety of challenges it brings.  What I’ve found with Saros is how great it is if you want to develop yourself there are so many opportunities. The co-CEOS &#8211; Justin van der Spuy and Ray Armstrong &#8211; are so approachable and genuinely open to new ideas. You can go to them and say ‘I’m really interested in this’ or ‘can I develop this?’ &#8211; you simply wouldn’t get that opportunity everywhere. They encourage you to bring your ideas to them and they care about your opinion and are open to exploring new things. I’ve never experienced that from people at their level before and it’s opened a lot of doors for me professionally and for my continuous development.</p>
<p><strong>In your opinion, what is the most underrated aspect of your area of work, and why do you think it deserves more attention? </strong></p>
<p>For me when it comes to project management it’s all about building personal relationships and you do that with open and honest communication. You simply can&#8217;t over-communicate in project management. The success of any project hinges on communication and keeping that open dialogue with everyone involved in the project.</p>
<p>At Saros, I’ve come to appreciate just how powerful open and honest leadership can be. During a company away day earlier this year, our CEOs shared an experience where they took a bold step, and while it didn’t go as planned, their willingness to openly discuss the challenges they faced was incredibly impactful. Their transparency in discussing what they learned from the experience was a great reminder that real growth comes not from everything being smooth sailing, but from navigating and learning from new undertakings, whether they go as planned or not. To see that honest communication coming from the highest level of a company is so important in any team or project environment.</p>
<p><strong>What are your personal hallmarks of success and how have you developed these skills over time?</strong></p>
<p>For me it always comes back to delivering a project on time and within budget. That we did not disrupt people, that we won over the stakeholders and built that trust, and that they received a quality project at the end of it. And that&#8217;s our ethos at Saros &#8211; the quality has to be high with everything we do. As cheesy as it sounds, I care about what I do and always try to do it to the best of my ability so that I can deliver a high-quality project.</p>
<p><strong>What are the most common IT challenges that clients are facing today and how are they tackling them?</strong></p>
<p>I’ve spoken about tech debt in my recent article, and I think managing tech debt is a huge challenge for our clients right now. Aside from that, modernisation is an ongoing challenge for clients who need to complete large projects like moving to the cloud, and modernising their technology to enable that move, all while keeping up with demand for a 24/7 service. This is particularly true in the retail sector where consumer demand continues to evolve. And because everything is digital, or moving to digital, the sheer volume of work is significant. We often joke that it’s like a giant game of Tetris, where every move you make has an impact on something else, all of these project elements interdependent. The journey is so long and complex. And the clincher, like I said, is to do all that while maintaining 24/7 service.</p>
<p><strong>What future trends in your area of expertise are you most excited about and why?</strong></p>
<p>I was at a Project Management Institute (PMI) conference recently and naturally talk turned to Artificial Intelligence (AI). Within project management we’re going to see people using AI to take over the more mundane tasks &#8211; like repetitive documentation. Interestingly, at that conference there was a speaker from Aer Lingus who gave a presentation on robotics. They outlined how Aer Lingus had automated its refund system during Covid, as it was dealing with a massive volume of refunds. And this is exciting because robotics, automation and AI together will help us to, not replace the PM, but to free them up to focus more on the human side of the job. What we’re seeing now is that things have never moved as fast in IT as they are today. The challenge is to get on board or get left behind.</p>


Read about Mary-Ellen Snook, Programme Manager at Saros Consulting, on her career journey, leadership, and project management expertise.

IT Leadership Insights: Mary-Ellen Snook

<p><em>In the high-stakes world of IT, successful change management can be the difference between a smooth technology rollout and a costly failure. While much attention is given to the technical execution, the subtleties of change planning often require a deeper focus than anticipated. As a Senior Programme Manager at Saros Consulting, I’ve learned that true success begins long before any new system goes live. It’s rooted in a deliberate, strategic approach to planning—one that anticipates roadblocks, addresses resistance early, and aligns every stakeholder. In this first of a two-part series, we’ll explore how effective planning for change can set your IT projects up for success and uncover some overlooked techniques that might just change the way you think about managing change.</em></p>
<p>&nbsp;</p>
<p><strong>By Anne Marie Lanigan, Senior Programme Manager, Saros Consulting</strong></p>
<p>In today’s rapidly evolving business landscape, IT leaders face the challenge of managing complex technology rollouts while navigating organisational change. Whether it’s infrastructure upgrades, software rollout or end-user computing (EUC) modernisation, the key to success lies not just in executing the technical components but in managing change effectively. I’ve had the privilege of guiding clients through these transformations, and one truth consistently emerges: effective change management begins with thorough and strategic planning. Based on my experience, here are 4 critical components to every successful change:</p>
<p>&nbsp;</p>
<h6><strong>1. Conducting a Comprehensive Impact Assessment &amp; Finding Hidden Voices</strong></h6>
<p>An effective change management plan starts with understanding the ripple effects of the proposed changes. An impact assessment isn’t just about listing out what’s changing—it’s about understanding how these shifts will influence every layer of your organisation, from processes and workflows to team dynamics and individual roles.</p>
<p>It’s essential to go beyond the obvious stakeholders. I’ve found that involving people who might not traditionally be included in early discussions—those on the fringes of the project—can unearth perspectives that might otherwise be missed. These might be those who work directly with the systems or processes that are changing, or even employees who have seen similar initiatives struggle in the past. These voices can spot potential roadblocks and offer insights that enhance your approach.</p>
<p>Seek out the “hidden voices” by using methods like anonymous surveys, informal focus groups, or even one-on-one conversations with front-line staff. These perspectives are often rich with practical insights that can reveal blind spots in your planning. For example, a pharmaceutical client I worked with discovered critical gaps in their EUC (End-User Computing) strategy by engaging warehouse workers who had previously struggled with outdated systems. By involving these voices early on, we were able to refine our approach and design a more intuitive solution.</p>
<h6><strong>2. Simplifying Complex Communications with Audience-First Storytelling</strong></h6>
<p>One of the biggest challenges in rolling out IT initiatives is communicating complex changes in a way that resonates with diverse audiences. This is especially true in large multinational organisations where stakeholders range from highly technical teams to business-focused executives. The trick lies in translating the technical benefits into strategic business outcomes.</p>
<p>When I’m working with clients, I always emphasize tailoring your messaging. For executive leadership, focus on strategic value and risk mitigation; for operational teams, highlight practical benefits like increased efficiency or reduced manual tasks. The language needs to be different, but the core message should remain consistent across the board.</p>
<p>Visual storytelling is a great tool here. Diagrams and infographics help distil complex ideas into something universally understandable. A well-told story can bridge the gap between strategy and action, transforming abstract objectives into a narrative that people can see themselves as part of. Ultimately leading to smoother project acceptance.</p>
<p>For example, in leading a critical infrastructure modernisation project with a relatively recent client, we leveraged storytelling to illustrate how the new technology would ease operational bottlenecks that had plagued their production lines. By connecting the change directly to issues that mattered most to the audience, we gained early buy-in and reduced resistance significantly.</p>
<h6><strong>3. Preparing for Resistance by Addressing Psychological Concerns</strong></h6>
<p>Resistance to change is inevitable, but rather than viewing it as an obstacle, I see it as an opportunity to engage more deeply with the organisation. People resist change not out of stubbornness but because of underlying concerns or unmet needs. In my experience, hosting workshops and having one-on-one conversations early in the project can bring these concerns to light before they turn into bigger issues.</p>
<p>It’s important to diagnose resistance before rushing to prescribe solutions. What may seem like simple pushback can often be rooted in fear, uncertainty, or past negative experiences. By identifying the root cause of resistance, you can design interventions that directly address these concerns, helping to bring people on board rather than forcing them through change. Consider applying models like the Kubler-Ross Change Curve, which helps map out the emotional stages—from denial to acceptance—that people typically experience during significant transitions.</p>
<p>During major IT rollouts, it can be beneficial to incorporate regular pulse checks into the process, using short surveys and feedback loops to continuously gauge the emotional temperature of the organisation. By doing so, you can pre-emptively address areas where fear and confusion are building, allowing you to course-correct your engagement strategies before they became full-blown obstacles.</p>
<h6><strong>4. Scenario Planning for Flexibility in Your Roadmap</strong></h6>
<p>While a structured roadmap is crucial, flexibility is equally important. Every project I’ve managed has required some level of adjustment along the way, whether due to unexpected feedback, shifts in business priorities, or external factors. Having a rigid plan can hinder progress when those inevitable changes arise.</p>
<p>The solution? Build multiple scenarios into your planning from the outset. Ask yourself, “What if adoption is slower than expected?” or “What happens if we lose a key stakeholder mid-project?” Having contingency plans allows you to pivot when needed, ensuring the project continues to move forward even when faced with challenges.</p>
<p>The commonality across these 4 critical components? Think Like a Chess Player, Not a Sprinter. It’s not about moving quickly from point A to point B, but about anticipating moves, countermoves, and understanding the interconnectedness of every decision. Looking for vulnerabilities or opportunities you didn’t initially see, ensuring your moves resonate across the entire organisation and thinking several moves ahead.</p>
<p><strong>Consider this</strong>: What if your success isn’t measured by the seamless rollout of the technology, but by how well you’ve anticipated the hidden complexities – both technical and human – that could arise? The real challenge lies not in executing a flawless plan, but in your ability to adapt when reality inevitably shifts. So, as you plan, think beyond just the end goal. Think about the scenarios that might play out along the way, and how your strategy can flex to accommodate them.</p>


Effective change management is key to IT success. Learn the four critical components to plan strategically, anticipate challenges, and achieve seamless technology rollouts.

Implementing Effective Change Management

<p><strong><em>Transitioning from tech debt to tech wellness requires organisations to balance their immediate operational demands with long-term technological health.  Mary-Ellen Snook, Programme Manager at Saros Consulting, talks about how excessive tech debt produces significant risk but managing that debt can transform an organisation and ensure its ability to react fast to technological change. </em></strong></p>
<p>&nbsp;</p>
<p>The term tech debt is often spoken about with a certain degree of uneasiness. For many IT leaders today, managing tech debt is a critical component of IT success. As a Programme Manager who specialises in IT lifecycle management and infrastructure modernisation, I see every day the impact that technical debt can quickly have on an organisation – both operationally and strategically. Knowing when and how to deal with legacy technology can be challenging.</p>
<p>Firstly, let’s look at the term a little closer. Tech debt is accrued work that is “owed” to an IT system. Tech debt is sometimes called code debt, and has always been considered a pretty typical side effect of software engineering. It now refers to software, hardware, networks and even old operating systems. If technical debt is not repaid, it can accumulate &#8220;interest,&#8221; making it harder to implement changes. Ignored technical debt increases system disorder and the cost of further rework. Like financial debt, technical debt isn&#8217;t always negative and is sometimes necessary (e.g. for a proof-of-concept) to advance projects. However, some experts argue that the technical debt metaphor downplays the consequences, leading to inadequate prioritisation of the essential work needed to address it.</p>
<p>Over the years working with various large enterprise organisations, I’ve seen lots of tech debt accumulated. In the earlier years, it happened most frequently with IT assets such as websites. If there was a bug or an issue, there would be a quick fix and the team would then be too busy to go back and fix it properly. This was not unusual, and a lot of tech debt was accumulated that way. These quick fixes, or sacrificing quality to meet deadlines, are often a false economy. They inevitably cost more in the long run &#8211; between <a href="https://www.mckinsey.com/capabilities/mckinsey-digital/our-insights/demystifying-digital-dark-matter-a-new-standard-to-tame-technical-debt">10-20% on top of the original project costs</a>. (McKinsey)</p>
<p>Tech debt is quite common in an organisation and a certain amount of it is acceptable. But significant tech debt that’s left unchecked can hinder innovation, increase operational costs, and expose organisations to significant risks, including inefficiencies, vulnerabilities and cyber risks.</p>
<p>Unfortunately, many organisations’ main concern when looking into legacy modernisation revolves around how to justify the cost and effort of moving or updating legacy technology. They lean into the mantra of &#8220;if it ain&#8217;t broke, don&#8217;t fix it&#8221;.</p>
<p>&nbsp;</p>
<p><strong>The Rising Challenge of Technical Debt in Enterprise Infrastructure</strong></p>
<p>Today, tech debt is a bigger problem than in the past and can manifest across the entire IT estate. It is a valid concern and increasingly true in an organisation’s infrastructure for the following reasons:</p>
<ol>
<li><strong>Complexity and Integration</strong>: Modern IT environments are highly complex, with numerous interconnected systems, cloud services, and on-premises infrastructure where quick fixes or temporary solutions can proliferate.</li>
<li><strong>Rapid Technological Change</strong>: Infrastructure technologies evolve rapidly and often the implications of older systems are not fully addressed. For example, moving to a cloud-based infrastructure without fully decommissioning or updating legacy systems can create inefficiencies and integration issues.</li>
<li><strong>Maintenance and Upgrades</strong>: Regular maintenance and upgrades are essential to keep infrastructure efficient and secure. However, these activities are sometimes deferred due to budget constraints, resource limitations, or other priorities.</li>
<li><strong>Security Risks</strong>: Unaddressed technical debt in infrastructure can pose significant security risks. Older systems or improperly integrated components can become vulnerable to cyberattacks, making the need to address technical debt in infrastructure critical for maintaining security.</li>
<li><strong>Scalability Issues</strong>: As businesses grow, the ability of their infrastructure to scale effectively is crucial. Accumulated technical debt can hinder scalability, making it difficult to adapt to increased demand or new business requirements.</li>
</ol>
<p>&nbsp;</p>
<p>We’re currently working with a number of well-established global organisations who have been around and growing over 50+ years. Over that time, they’ve put in place a series of point-to-point solutions which helped to grow the company. But as the years went on, all of these solutions have become a bit unwieldy with different dependencies across different systems.</p>
<p>One of the common challenges we see is in data centre migration for example. With big legacy servers running critical applications that feed into a host of others, it can become like a game of Tetris, where we need to move things around and find the best fit.</p>
<p>As an organisation you’re carrying risk; the risk that you won&#8217;t be getting the latest security patches, the risk that if you encounter an issue you won’t have support, and the risk that you can’t embrace innovation. If you can imagine, a lot of these old systems simply aren’t compatible with the cloud. Then you&#8217;re into transformation activities to make sure that an organisation is cloud ready; naturally, this leads to heightened costs and slows down the pace of innovation.</p>
<p>The good news is that the expertise exists to run these migration programmes effectively. With hands-on experience from similar projects across global organisations, the challenges are often common and can be overcome with the right diligent and intrinsic approach. Starting with data gathering and knowledge building.</p>
<p>&nbsp;</p>
<p><strong>Minimising your tech debt – where to begin?</strong></p>
<p>Lifecycle management is a simple, but clear way to minimise tech debt. Every application, every system, every piece of hardware has a specific lifecycle &#8211; where it is still effective. For instance, if an organisation invests in new hardware, they’re going to sweat that for five to seven years. About two and a half years before that end date, they need to start looking at new hardware because, realistically, that&#8217;s how long it takes to replace. Likewise with software, organisations will purchase a three-year licence or a three-year support contract. About one and a half years before the end of the contract they need to plan to renew or upgrade.</p>
<p>For successful lifecycle management, organisations need to start with good data, data about the configuration of their hardware, software and systems, all stored in a CMDB (configuration management database). Managing that data is key, including setting up reminders for licence renewals and impending end-of-life replacements.</p>
<p>This database should also include an organisation’s core applications, with details on how they connect or integrate with each other. Understanding the dependencies is crucial to ensure continuity when older applications are switched off.  It also provides oversight that can reveal overlaps, where two applications are performing the same task. This helps guide rationalisation projects.</p>
<p>For example, data centre consolidation is a pivotal step for many of our clients wanting to reduce technical debt and ensure future resilience &#8211; but acknowledging and addressing the associated risks early on is crucial for success. We’ve been managing some large-scale projects across diverse industries, either migrating or decommissioning hundreds of workloads to reduce the number of data centres. We deploy a thorough approach incorporating detailed analysis and careful decision making to mitigate potential issues. This process entails capturing extensive data to understand the intricacies of each application involved. Legacy applications are evaluated for elimination, migration to new operating systems, or replacement with new applications. Effective change management, including stakeholder collaboration, is essential to ensure a smooth transition and minimise future technical debt.</p>
<p>While managing technical debt is often necessary, there are situations where maintaining it can provide stability, continuity, and compliance advantages. This is also where a thorough assessment can be invaluable. For instance, in a mission-critical environment, replacing a reliable and stable platform or system might pose significant transition risks. Preserving technical debt can also sometimes ensure continuity by utilising the existing skill sets of employees, thereby avoiding the expenses and time associated with re-training. In regulated industries, legacy systems that already meet stringent standards can reduce the risk and effort required to certify new systems.  Evaluating the specific context, needs and circumstances of an organisation is necessary to determine the right decision at the right time.</p>
<p>&nbsp;</p>
<p><strong>Managing tech debt leads to growth and gains</strong></p>
<p>There is a significant payoff for the investment in analysing, organising and managing decisions on tech debt. Companies that do so experience 20% higher revenue growth than those in the bottom 20th percentile of tech debt reduction, according to McKinsey. Paying down that tech debt can free up an organisation’s IT department and engineers to almost 50% more time working on projects that drive value. Of course, it also reduces costs significantly because less time is devoted to complex fixing issues. Uptime and resiliency are also improved; systems are more reliable, leading to better efficiencies and happier end users. Becoming <a href="https://www.mckinsey.com/capabilities/mckinsey-digital/our-insights/the-tech-forward-recipe-for-a-successful-technology-transformation">tech forward</a> can provide the engine for continual growth and productivity.</p>
<p>Effectively managing tech debt can lead to tech wellness &#8211; where IT infrastructure is robust, scalable, and ready to support future growth &#8211; where organisations can ultimately achieve a more sustainable and efficient IT environment. At Saros, we have seen first-hand the results it can deliver. From data centres to end user computing, we’ve managed the delivery of large-scale international programmes designed to increase tech wellness.</p>
<p>The one key takeaway? Prioritise and plan for continuous modernisation. Regularly assess the current state of your infrastructure, setting clear priorities for addressing technical debt, and implementing an ongoing strategy to update and optimise systems incrementally rather than waiting for a major overhaul.  Having legacy tech isn’t always an issue but not understanding it is.</p>


Discover how to transform tech debt into tech wellness with effective strategies for sustainable IT infrastructure.

From Tech Debt to Tech Wellness

<p><em>Transformation projects are common among all businesses. But successful transformation projects are more elusive. Kevin Hayden, Technical Business Analyst at Saros Consulting, talks about how the success of any transformation project hinges on integrating new technology with existing processes, and bringing end users along the transformation journey. </em><span data-ccp-props="{&quot;201341983&quot;:0,&quot;335559740&quot;:276}"> </span></p>
<p><span data-contrast="auto">Even as the number of transformation projects increased since COVID-19, the long-term impact of these projects is not living up to expectations. In the latest </span><a href="https://www.mckinsey.com/capabilities/implementation/our-insights/how-to-implement-transformations-for-long-term-impact" target="_blank" rel="noopener"><span data-contrast="none">McKinsey Global Survey</span></a><span data-contrast="auto">, only 12% of organisations said they sustained their transformation goals for more than three years. And an average 42% of financial benefits are lost during the latter stages of a large-scale change effort.</span><span data-ccp-props="{&quot;201341983&quot;:0,&quot;335559740&quot;:276}"> </span></p>
<p><span data-contrast="auto"> </span><span data-contrast="auto">There are a number of reasons why a transformation project fails to deliver on its objectives, but chief among them is assuming that implementing new technology will fix all of the existing problems a business has. Unfortunately, it’s not that simple. Long-lasting change needs more than cutting-edge solutions. Any new technology needs to be integrated seamlessly into existing business processes. And the change needs to happen from the bottom up, where end users are consulted from the beginning and indeed throughout the process. </span><span data-ccp-props="{&quot;201341983&quot;:0,&quot;335559740&quot;:276}"> </span></p>
<p>&nbsp;</p>
<p><span data-contrast="auto"><strong>User First, Technology Second</strong></span><span data-ccp-props="{&quot;201341983&quot;:0,&quot;335559740&quot;:276}"> </span></p>
<p><span data-contrast="auto">Communications is the key to the success of transformation projects. For any new technology to be effective, it needs to make a process better, end users need to see that it addresses the issues they are experiencing and, the new technology needs to make their jobs easier. Legacy technology is often kept on because users have become used to it. They understand its limitations and work around them. But these workarounds may be adding significant time to a task that could be completed much faster, or could even be automated, freeing up people to work on value-adding tasks. </span><span data-ccp-props="{&quot;201341983&quot;:0,&quot;335559740&quot;:276}"> </span></p>
<p><span data-contrast="auto">In talking with users, the project team can get a greater understanding of the current processes, their bottlenecks, and where the real issues lie. Process mapping can be a useful tool to gain an insight into the individual steps of a customer or user journey and highlight areas where improvements can be made. Involving end users at this stage is essential to understanding the way in which they use the system, and discovering how they think it could be improved. </span><span data-ccp-props="{&quot;201341983&quot;:0,&quot;335559740&quot;:276}"> </span></p>
<p><span data-contrast="auto">From there, project teams can establish the key requirements that need to be met, and can engage with providers to find a solution, whether that’s off-the-shelf, hybrid or bespoke. This is where vendor expertise can prove invaluable. Project teams can quickly assimilate the requirements and, depending on the scale of the task and the expertise available on site, either help develop a customised solution that meets the unique business needs or engage with third party vendors to supply / modify an existing solution that can fit the needs of the business.</span><span data-ccp-props="{&quot;201341983&quot;:0,&quot;335559740&quot;:276}"> </span></p>
<p><span data-contrast="auto"> </span></p>
<p><span data-contrast="auto"><strong>Know Your Stakeholders </strong></span><span data-ccp-props="{&quot;201341983&quot;:0,&quot;335559740&quot;:276}"> </span></p>
<p><span data-contrast="auto">Being open and transparent with all key stakeholders at an early stage is vital too. Outline what the new technology can do, and critically, what it may not be able to do. Their buy-in will be a critical factor in the success of the project. Stakeholders can champion investment of all the required resources, including time, effort, financial at board level, and push through necessary supporting initiatives including adequate testing and end user training. Equipping them with the right information is vital and can significantly impact the negotiation process. By informing your stakeholders of the technical, financial, or resource-related limitations of the existing system(s) as well as potential opportunities a new initiative can bring, they set a realistic framework within which expectations can be managed.  </span><span data-ccp-props="{&quot;201341983&quot;:0,&quot;335559740&quot;:276}"> </span></p>
<p><span data-contrast="auto">Not only that, but the relative importance of stakeholders can also change throughout the project’s journey. A certain stakeholder’s influence might become more or less critical depending on the project phase, for example. As soon as the scope of a project is defined, project owners should map the stakeholders, anticipating who they’ll be in advance and prioritising them on level of influence and interest. Some stakeholders won’t come into play until later in the project lifecycle but building the relationship from the outset can help them feel involved from the beginning &#8211; and ultimately affect their buy-in. Most importantly, business stakeholders need to be nurtured. Heads of departments affected by the technology should be brought along the journey. During the early stages of the project, if they don’t buy into the importance of the change, they won’t convince their teams. If the benefits aren’t understood and the end user stakeholders aren’t involved, they won’t invest the energy to make change happen.</span><span data-ccp-props="{&quot;201341983&quot;:0,&quot;335559740&quot;:276}"> </span></p>
<p><span data-contrast="auto">Stakeholder management and support is one of the key metrics of a successful project, so making sure you get the right buy-in and tick the right boxes — at the right times — is crucial.</span><span data-ccp-props="{&quot;201341983&quot;:0,&quot;335559740&quot;:276}"> </span></p>
<p><span data-contrast="auto"> </span></p>
<p><span data-contrast="auto"><strong>Transparency Fosters Support </strong></span><span data-ccp-props="{&quot;201341983&quot;:0,&quot;335559740&quot;:276}"> </span></p>
<p><span data-contrast="auto">What does success look like? This is one of the most important questions for any transformation project. In fact, for each stage of a project, success should be clearly articulated. It’s also important to be clear about how progress and success is measured. A project progress chart should be written down and available to all key stakeholders, ensuring complete transparency. In committing the success factors to paper, unrealistic expectations can be weeded out early, and realistic goals can be identified. It also means that everyone is clear about the definition of success for a particular project or project phase. </span><span data-ccp-props="{&quot;201341983&quot;:0,&quot;335559740&quot;:276}"> </span></p>
<p><span data-contrast="auto">A project rarely fails completely. There may be failures at different stages but learnings from these failures can and should be brought into subsequent stages. Creating an environment where bad news can be shared can help to avoid situations where failures are not reported early enough, or at all, and are carried through the stages, potentially leading to the losses of those financial benefits we talked about earlier. Working for a bank in Australia years ago, my team were faced with a particularly time-pressured project. Establishing this type of supportive environment, where honest and transparent feedback and communication was encouraged, was instrumental in our team being in a position to make some hard choices and decisions early on which meant the end date was achieved. </span><span data-ccp-props="{&quot;201341983&quot;:0,&quot;335559740&quot;:276}"> </span></p>
<p><span data-contrast="auto">Depending on the nature of a project, internal resistance to change can rear its head. That’s why change management is an important factor in any transformation project. People fear change, this is well documented. But there are ways in which the end users can be brought along on a project, central to this is open communication, and training.  </span><span data-ccp-props="{&quot;201341983&quot;:0,&quot;335559740&quot;:276}"> </span></p>
<p><span data-contrast="auto"> </span></p>
<p><span data-contrast="auto"><strong>Don’t Neglect, or Rush, Technology Acceptance </strong></span><span data-ccp-props="{&quot;201341983&quot;:0,&quot;335559740&quot;:276}"> </span></p>
<p><span data-contrast="auto">A transformation project doesn’t end when the new technology is implemented. There is a wider need to continue to monitor, evaluate and refine any new technology. How a system works in a test scenario can be different from how it works day-to-day where unknowns can emerge and affect efficiency. One of the most important parts of any post-implementation phase is ensuring users are trained and supported on the new system. </span><span data-ccp-props="{&quot;201341983&quot;:0,&quot;335559740&quot;:276}"> </span></p>
<p><span data-contrast="auto">Over the years I’ve worked on projects where all the money is invested in the system itself, with none left over for training. Successful implementation of any new technology centres around users being able to use the system. On a previous project I worked on, a client company rolled out a new software tool but failed to train staff on it. As a result, time was being wasted and many staff developed inefficient and tedious workarounds. Management was eventually convinced to invest in a training session for key users on the new system; in just one morning session 80% of users’ issues were addressed.  </span><span data-ccp-props="{&quot;201341983&quot;:0,&quot;335559740&quot;:276}"> </span></p>
<p><span data-contrast="auto">Transformation projects can be complex and can raise a multitude of challenges. Each project is of course unique: every business has different goals, requirements, and different people. At Saros, we work with clients from across industries and continents helping them shape and deliver projects with positive and lasting impact. One thing we know is true &#8211; at its core, a successful transformation project shares the same key characteristics. It’s collaborative, and involves all relevant parties, from stakeholders to end users. It’s aligned to business needs and has a purpose &#8211; it either solves a problem, makes a process more efficient, or helps the business establish a new revenue stream or enter into a new market. It’s well-planned and transparent. The success of the project has been articulated and is monitored at each stage, and it brings users along on the transformation journey. Wrapped around all of these characteristics is constant communication, between all parties, at all stages. </span><span data-ccp-props="{&quot;201341983&quot;:0,&quot;335559740&quot;:276}"> </span></p>


Discover how to achieve transformation project success through seamless tech integration, user engagement, and strategic communication. 

Unlocking Transformation Success

<p>By <span class="OYPEnA text-decoration-none text-strikethrough-none">Nagarathna Sai Madhukar</span> , Senior ITSM Consultant, Saros Consulting</p>
<p>&nbsp;</p>
<p><strong>Though people tend to relate to IT Service Management (ITSM) with operational processes like incident, problem, change management, ITSM is a vast subject. It encompasses all activities associated with creating, supporting, maintaining and improving an organisation’s IT services. Over the past 2 decades working with multinational businesses on transforming their IT operations, I’ve witnessed how efficient ITSM can not only help you &#8216;run the business smoothly&#8217; but provide the flexibility to grow your business at the desired speed. But there is one aspect of ITSM that is undervalued and underutilised and that is Knowledge Management. </strong></p>
<p><span class="TextRun SCXW129006276 BCX8" lang="EN-IE" xml:lang="EN-IE" data-contrast="auto"><span class="NormalTextRun CommentStart CommentHighlightPipeRestV2 CommentHighlightRest SCXW129006276 BCX8" data-ccp-charstyle="normaltextrun">Organisations globally have acknowledged the value of the ITSM framework to the extent that a recent survey revealed 70% of surveyed organisations have begun applying ITSM principles beyond IT as Enterprise Service Management (ESM). </span><span class="NormalTextRun CommentHighlightRest SCXW129006276 BCX8" data-ccp-charstyle="scxw211639672"> </span></span> <span class="TextRun SCXW129006276 BCX8" lang="EN-IE" xml:lang="EN-IE" data-contrast="auto"><span class="NormalTextRun CommentHighlightRest SCXW129006276 BCX8" data-ccp-charstyle="normaltextrun">Achieving </span><span class="NormalTextRun CommentHighlightRest SCXW129006276 BCX8" data-ccp-charstyle="normaltextrun">ITSM</span><span class="NormalTextRun CommentHighlightRest SCXW129006276 BCX8" data-ccp-charstyle="normaltextrun">, </span><span class="NormalTextRun CommentHighlightRest SCXW129006276 BCX8" data-ccp-charstyle="normaltextrun">or</span><span class="NormalTextRun CommentHighlightRest SCXW129006276 BCX8" data-ccp-charstyle="normaltextrun"> ESM</span><span class="NormalTextRun CommentHighlightRest SCXW129006276 BCX8" data-ccp-charstyle="normaltextrun">,</span> <span class="NormalTextRun CommentHighlightRest SCXW129006276 BCX8" data-ccp-charstyle="normaltextrun">efficiency is a moving target and requires continual and iterative effort.  Factors that play a key role in achieving continual improvements include setting KPIs that reflect business value, establishing governance procedures, applying automation, adopting lean thinking, continual training &amp; knowledge management. </span></span><span class="TextRun SCXW129006276 BCX8" lang="EN-IE" xml:lang="EN-IE" data-contrast="auto"><span class="NormalTextRun SCXW129006276 BCX8" data-ccp-charstyle="eop">However, d</span></span>espite the importance and value of knowledge management as a key success factor, it has become one of the most under-utilised and under-valued ITSM tools over the years. With the right building blocks, knowledge management can become a valuable strategic asset and a real driver of innovation within an organisation.</p>
<p>&nbsp;</p>
<p><strong>Why Knowledge Management is the Key to Long-Term Value Creation</strong></p>
<p>Knowledge management protects an organisation from knowledge loss, ensuring continuity and sustained success. Providing a platform to share learnings and best practices helps to avoid dangerous assumptions and misperceptions and improves the speed of response to IT delivery, incident response and general support. It prevents the waste of time and resources on ‘reinventing the wheel’ where employees might otherwise invest in efforts that have already been tested and addressed by others. It also fosters new ideas and opportunities, driving a culture of innovation through collaboration.</p>
<p>Knowledge management also improves efficiency in onboarding new members of the IT Service teams, drastically reducing the time needed for them to become fully productive. It safeguards an organisation against loss of knowledge when employees leave, mitigating the risk of losing critical information that is essential to the IT organisation&#8217;s success.</p>
<p>Prioritising Knowledge Management can really help any IT leader achieve success in their respective scope area; be it managing networks, infrastructure, application, monitoring, service desk, cloud etc. It is essential to leveraging information as a strategic asset, to enhance efficiency and decision-making. Yet it can only yield benefits if integrated into an organisation’s daily operations effectively.</p>
<p><strong> </strong></p>
<p><strong>Capturing &amp; Cultivating Knowledge for IT Service Management: 5 Key Building Blocks</strong></p>
<p>Unfortunately, many companies do not have established systems or processes in place to capture and share knowledge effectively. From my experience, this can be due to a combination of factors: limited awareness of its benefits making it challenging to justify investments; resource constraints and the prioritising of immediate operational needs over long-term benefits; and organisational culture where collaboration is not yet the norm and employees hold on to their own expertise. Of course, there are also technological challenges – whilst there is a plethora of tools available, each with its own set of features and complexities, organisations sometimes struggle to identify a solution that fits their specific needs and integrates well with existing systems.</p>
<p>To achieve successful knowledge management, an organisation requires strong executive buy-in and leadership support. From what I have seen in helping organisations transform their IT, leaders need to champion the cause and demonstrate commitment across 5 fundamental building blocks. Let me walk through each and offer some recommendations on how these can be successfully implemented:</p>
<p>&nbsp;</p>
<p><strong>1. Foster a Knowledge-Sharing Culture </strong></p>
<p>A culture of knowledge sharing is crucial, encouraging open communication and collaboration across all levels of the organisation so that that knowledge flows freely. It involves changing mindsets to view knowledge as a collective asset rather than individual property. Recognise and reward contributions to the knowledge base to motivate employees. Leadership should exemplify knowledge sharing by actively participating in such initiatives.</p>
<p>&nbsp;</p>
<p>Implementation Tips:</p>
<ul>
<li>Implement recognition programs for knowledge contributions.</li>
<li>Provide training to emphasise the importance and benefits of knowledge sharing.</li>
<li>Use internal communication channels to highlight successful knowledge-sharing examples.</li>
</ul>
<p>&nbsp;</p>
<p><strong>2. Utilise Technology Effectively </strong></p>
<p>The backbone of effective knowledge is the technology supporting it. Invest in systems that align with your strategy and meet organisational needs. Organise your knowledge base with intuitive navigation and robust search functionalities. These platforms should facilitate easy access to information and support collaboration.</p>
<p>&nbsp;</p>
<p>Implementation Tips:</p>
<ul>
<li>Choose knowledge management tools with features that match your organisation&#8217;s specific needs e.g. collaboration spaces, document management, AI-powered search.</li>
<li>Ensure the selected technology integrates seamlessly with existing systems.</li>
<li>Provide comprehensive training to ensure all employees can effectively use the tools.</li>
</ul>
<p>&nbsp;</p>
<p><strong>3. Ensure Easy Access and Continuous Updates </strong></p>
<p>For it to be effective, knowledge must be easily accessible and continuously updated. Regular maintenance ensures that the information remains accurate and relevant. Feedback mechanisms should be in place to identify gaps and improve the system.</p>
<p>&nbsp;</p>
<p>Implementation Tips:</p>
<ul>
<li>Establish processes for regular review and updates of the knowledge base.</li>
<li>Encourage employees to report outdated information and contribute updates to keep knowledge current.</li>
<li>Continuously review new technologies and evolving business needs.</li>
</ul>
<p>&nbsp;</p>
<p><strong>4. Develop Clear Policies and Procedures </strong></p>
<p>A strong knowledge management framework requires well-defined policies and procedures. These guidelines ensure consistency in how knowledge is captured, shared, and utilised across the organisation. Policies should foster a culture of compliance and standardisation.</p>
<p>&nbsp;</p>
<p>Implementation Tips:</p>
<ul>
<li>Ensure policies are aligned with organisational goals and legal and regulatory requirements.</li>
<li>Communicate policies clearly to all employees and provide training on their importance and implementation.</li>
</ul>
<p>&nbsp;</p>
<p><strong>5. Performance Metrics &amp; Analysis</strong></p>
<p>Regularly reviewing the performance of the knowledge management system is crucial for its success. This involves using analytics tools to track these metrics provides insights into how well the system is functioning and highlights areas for improvement. Regular performance reviews and reporting ensure that the knowledge management system continues to meet the organisation’s needs, adapts to changes, and delivers ongoing value to IT service management.</p>
<p>&nbsp;</p>
<p>Implementation Tips:</p>
<ul>
<li>Establish KPIs such as the usage rate of the knowledge base, the speed of issue resolution, user satisfaction, and the frequency of updates and contributions.</li>
<li>Identify key stakeholders, such as IT staff, service managers, and end-users, and involve them in building KPIs.</li>
</ul>
<p>&nbsp;</p>
<p>Many organisations who have already well-established ITSM in their IT organisations reach a point where improvements are needed in one or more of these building blocks. We recently collaborated with a global organisation in the pharmaceutical industry to optimise their use of ServiceNow. After assessing their existing approach, we identified opportunities for improvement in the utilisation of the technology, user training and in their policies and processes for knowledge management. Their obstacles were not in the technology itself but in their approach to using it. We delivered a strategic framework with actionable guidelines tailored to their challenges, ensuring they could effectively manage the platform at every stage and increase adoption.</p>
<p>Not all organisations are the same. At Saros, our ITSM consulting and project management for clients is ever evolving and matched to their exact challenges &#8211; but, just like knowledge management, there is a significant benefit from shared learnings across our clients and across industry sectors. Our cross-sectoral expertise continues to deliver real value for our clients across our IT consulting and project management services. Talk to us about how we can help your IT transformation initiatives and achieve IT operational excellence in your organisation.</p>
<p>&nbsp;</p>
<p>&nbsp;</p>


Discover how effective Knowledge Management can enhance ITSM, driving efficiency and innovation in your organisation.

5 Building Blocks for Knowledge Management

<p style="text-align: left;"><em>The following case studies detail Saros Consulting&#8217;s role in two pivotal IT projects for an international pharmaceutical company. These projects, each with distinct challenges and objectives, demonstrate our ability to deliver sophisticated IT solutions in a highly regulated and demanding industry. They exemplify our commitment to enhancing operational efficiency and system compliance through innovative technology strategies.</em></p>
<h4><strong>Project #1: SAP System Ownership Transition at a Pharmaceutical Manufacturing Facility</strong></h4>
<p><strong>Introduction</strong></p>
<p>In a project with a globally pharmaceutical company, Saros Consulting was tasked with transitioning the ownership of SAP ECC and associated systems from their Ireland division to the global Information Systems (IS) team. This initiative focused on the Dublin and Kerry manufacturing plants, aiming to optimise operational efficiency and enhance governance.</p>
<p><strong>Project Objectives</strong></p>
<p>The project targeted several key objectives:</p>
<ul>
<li>Smooth transfer of SAP system ownership to the global IS team.</li>
<li>Comprehensive knowledge transfer to the IS department.</li>
<li>Extensive training across departments for enhanced system proficiency.</li>
<li>Development of a governance framework with clearly defined roles and responsibilities.</li>
</ul>
<p><strong>Strategic Approach</strong></p>
<p>Our methodical approach was in line with the client&#8217;s methodologies, encompassing:</p>
<p><strong>Project Management</strong>: Managing the efficient transition of SAP system ownership.</p>
<p><strong>Access and Security Management</strong>: Ensuring robust data security and access controls.</p>
<p><strong>Documentation Transfer</strong>: Migrating essential operational documents to the global IS team.</p>
<p><strong>Governance and Compliance</strong>: Implementing effective GRC measures.</p>
<p><strong>System Lifecycle Management</strong>: Overseeing the long-term effectiveness of the systems.</p>
<p><strong>Audit Support</strong>: Assisting in various internal and external audits.</p>
<p><strong>Service Delivery Management</strong>: Guaranteeing high-quality service delivery.</p>
<p><strong>Change Control and Quality Management</strong>: Managing changes while maintaining quality standards.</p>
<p>&nbsp;</p>
<p><strong>Outcomes and Impact</strong></p>
<p>The successful completion of the project led to:</p>
<ul>
<li>Enhanced expertise within the Global IS team regarding the Irish division&#8217;s business and SAP systems.</li>
<li>Improved processes and procedures, ensuring compliance and audit readiness.</li>
<li>Greater alignment of the Irish operations with the company&#8217;s global standards.</li>
<li>Transition from manual to efficient electronic processes.</li>
<li>Harmonisation of operations between the Irish division and EMEA, resulting in cost savings and resource optimisation.</li>
<li>A solid IS support structure, enhancing service delivery and minimising compliance risks.</li>
<li>Streamlined Standard Operating Procedures across various divisions.</li>
</ul>
<p><strong>Conclusion</strong></p>
<p>This project illustrates Saros Consulting&#8217;s skill in managing complex IT transitions in the pharmaceutical industry, achieving operational excellence and client satisfaction.</p>
<h4><strong>Project #2: SAP Upgrade – Global Integration Project</strong></h4>
<p><strong>Introduction</strong></p>
<p>The &#8216;Global Integration Project&#8217;, spearheaded by Saros Consulting, was an ambitious initiative to upgrade diverse SAP ECC systems into a single SAP S/4HANA system for the same major pharmaceutical corporation. This project aimed at achieving global standardisation and operational efficiency.</p>
<p><strong>Project Objectives</strong></p>
<p>The objectives were thoughtfully crafted to enhance the corporation&#8217;s global operations:</p>
<ul>
<li>Leveraging data as a key strategic asset.</li>
<li>Increasing organisational flexibility for quick adaptation to external changes.</li>
<li>Boosting overall efficiency in strategic activities.</li>
<li>Reducing complexity in operations and IT systems, limiting company risks.</li>
</ul>
<p><strong>Strategic Approach</strong></p>
<p>Our comprehensive role involved:</p>
<ul>
<li><strong>Business Transformation</strong>: Facilitating transformations in key operational areas.</li>
<li><strong>Integrations</strong>: Ensuring seamless integrations with manufacturing units and external entities.</li>
<li><strong>Global Standardisation</strong>: Implementing consistent operating procedures worldwide.</li>
<li><strong>Cutover Coordination</strong>: Managing the smooth transition to the new system.</li>
</ul>
<p><strong>Outcomes and Impact</strong></p>
<p>The project achieved significant milestones:</p>
<ul>
<li>Successful global integration of SAP S4/HANA for the company&#8217;s EU Manufacturing and International Business divisions.</li>
<li>Establishment of a unified SAP system, enhancing global data governance.</li>
<li>Standardisation of global supply chain and finance processes.</li>
<li>Continuous manufacturing production without disruption during the transition.</li>
</ul>
<p><strong>Conclusion</strong></p>
<p>The &#8216;Global Integration Project&#8217; exemplifies Saros Consulting’s ability to execute large-scale IT upgrades, ensuring client satisfaction through thorough planning and efficient management.</p>
<p>These case studies demonstrate Saros Consulting&#8217;s commitment to providing top-tier IT solutions in the global pharmaceutical industry, emphasising our dedication to operational efficiency and technological innovation. Our focus on client satisfaction and expertise in complex project management solidifies our status as an industry leader.</p>
<p>&nbsp;</p>


Explore how Saros Consulting masterfully enhanced IT operations and compliance for a global pharmaceutical leader.

Enhancing IT Operations in Global Pharma

<p>Saros Consulting partnered with a leading global biotechnology company to oversee a significant IT infrastructure project as part of a larger Vial Fill modernisation initiative at their Dun Laoghaire facility in Dublin. This project, spanning from March 2021 to November 2023, was a critical venture in a sector where precision and innovative solutions are essential.</p>
<p>&nbsp;</p>
<h5>Client Overview</h5>
<p>The client, a prominent name in the biotechnology sector, aimed to expand and modernise its Vial Fill line. This required the implementation of an advanced IT system that adhered to the rigorous Good Manufacture Practices (GMP) of the pharmaceutical industry. This project was more than a technical upgrade; it was a strategic component of the client&#8217;s growth plan.</p>
<p>&nbsp;</p>
<h5>Objective: A Technological Leap Forward</h5>
<p>Our objective involved managing the installation, setup, and integration of a state-of-the-art IT system. This comprehensive undertaking included overseeing the entire IT Basis of design, covering network hardware, server hardware, cellular distribution antenna system (DAS) extension, high availability architecture, software requirements, and robust cybersecurity measures aligned with the strict Good Manufacture Practices (GMP) of the pharmaceutical industry.</p>
<p>&nbsp;</p>
<h5>Scope of Work</h5>
<p>Saros Consulting&#8217;s role spanned the entire project management lifecycle, from orchestrating the IS infrastructure to coordinating with remote vendors during critical commissioning and startup phases, ensuring every aspect was geared towards operational excellence.</p>
<ul>
<li>Orchestrating the source, build, and delivery of IS infrastructure as per design.</li>
<li>SQL Database design for all systems</li>
<li>Validating software and server hardware for operational readiness</li>
<li>Facilitating network design within ECR, ensuring robustness,</li>
<li>Overseeing the timely procurement of all IT equipment required to meet deadlines.</li>
<li>Supervising servers build requests, firewall changes, and account setups.</li>
<li>Coordinating remote vendor support during crucial commissioning and start-up phases.</li>
</ul>
<p>&nbsp;</p>
<h5>Approach: Tailored and Strategic</h5>
<p>In alignment with the client&#8217;s approach for managing deliverables and adhering to the methodologies and governance models supplied, Saros adopted a flexible, resource-optimised strategy. This involved drafting critical project documents, establishing effective communication channels, and implementing risk management protocols, demonstrating our structured yet adaptable approach to project management.</p>
<p>&nbsp;</p>
<h5>Challenges and Solutions: Navigating Complexities</h5>
<p>Our project management expertise was crucial in overcoming challenges such as coordinating across various departments and contractors, and integrating AV equipment in clean rooms. Acting as a central hub, we ensured smooth collaboration and compliance with stringent standards.</p>
<p>&nbsp;</p>
<h5><em>Coordinating Across Departments and Contractors:</em></h5>
<p>Saros Consulting provided expert project management, serving as the central coordinator for various internal and external teams, including the client&#8217;s Automation and Information service departments, along with several external contractors. This enabled what was a complex logistical challenge, essential for project continuity to be coordinated centrally with Saros acting as a management and communication hub, ensuring all parties were aligned with project goals, facilitating effective collaboration and timely completion of project milestones.</p>
<p><em> </em></p>
<h5><em>Integrating AV Equipment in Clean Rooms:</em></h5>
<p>The integration of AV equipment into regulated clean rooms was a technical challenge which required compliance with strict cleanliness standards. Saros coordinated with AV specialists to install custom enclosures for AV equipment, ensuring compliance with clean room standards without compromising functionality.</p>
<p>&nbsp;</p>
<h5><em>Remote Vendor Access Setup:</em></h5>
<p>A key component of the IT project was establishing secure remote access for vendors to the complex production equipment. This process entailed obtaining approvals through the client&#8217;s internal procedures for various essential secured hardware components connected to the production system. Additionally, it involved integrating the vendor&#8217;s selected remote access software, which allows for remote connectivity through the client&#8217;s firewalls. This setup was vital for facilitating remote setup, configuration, and support of the production system.</p>
<p>&nbsp;</p>
<h5>Outcomes: Successful Technological Transformation</h5>
<p>The project culminated in the successful implementation of a robust IT infrastructure. Key achievements included the timely setup of all necessary IT components, effective cybersecurity measures, and a smooth transition to ongoing business operations. These successes highlight our capability in managing complex, multifaceted projects in highly regulated environments.</p>
<p>This project demonstrates Saros Consulting&#8217;s expertise in managing complex IT projects within the pharmaceutical industry. This case study showcases our technical expertise and our ability to navigate complex regulatory environments, manage projects with diverse stakeholder groups, and overcome technical challenges.</p>
<p>&nbsp;</p>
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Explore how Saros Consulting transformed a biotech firm's IT infrastructure, enhancing efficiency and innovation in a critical project.

Advancing Biotech with IT Excellence

<p><em>Saros Consulting partnered with a leading name in the global retail industry to undertake a significant network upgrade. This venture was critical to reinforcing the robustness and efficiency of the retailer&#8217;s network infrastructure, ensuring that the bustling store operations could continue to thrive without any disruptions.</em></p>
<p>&nbsp;</p>
<h5>Client Overview</h5>
<p>The client stands as a formidable force in the retail sector, operating across 16 countries with a distinctive bricks-and-mortar strategy. With a turnover of £9 billion and a commitment to expanding on the High Street, their business model relies entirely on physical stores, making a reliable network infrastructure crucial for supporting intensive store operations and facilitating growth.</p>
<p>The project aimed to transition the retailer&#8217;s stores from a legacy network to a more advanced, efficient system as part of a strategic two-year global rollout. With the upgrade still in its early stages, the focus was on building a solid foundation for the expansive network infrastructure across numerous sites.</p>
<h5>Key Challenges: Ensuring a Disruption-Free Transition</h5>
<p>Implementing such a large-scale project presented several challenges. The primary concern was to execute the new network infrastructure without causing disruptions to daily retail operations. Saros had to ensure that new equipment integration did not interfere with ongoing business, requiring careful coordination and planning. Additionally, the project involved navigating logistical constraints and managing relationships with various third-party vendors, including a significant service provider.</p>
<h5>Meticulous Planning and Strategic Execution</h5>
<p>Saros Consulting&#8217;s approach was characterised by meticulous planning and strategic execution. Key to their strategy was a robust testing protocol, including failover and fail-back scenarios, to ensure all key business systems were operational post-implementation. This level of diligence was paramount in maintaining business continuity and securing the retailer&#8217;s operational efficiency.</p>
<p>In managing third-party vendors, Saros acted as a staunch advocate for the client, negotiating costs and overseeing implementations. Their proactive management resulted in significant cost savings, driving the project&#8217;s price down from the initial vendor offerings, which was instrumental in delivering the project within budget.</p>
<h5>Laying a Solid Foundation</h5>
<p>This project is progressing steadily, with a focus on laying a solid foundation. Having moved successfully through Proof of Concept and Pilot stages, main deployment is well underway with excellent feedback from both the stores and the senior Technology stakeholders. Saros&#8217;s methodical and considered approach ensured that the project moved forward strategically, setting a precedent for the subsequent stages of the global rollout.</p>
<h5>IT Infrastructure for Retail Success</h5>
<p>The partnership between Saros Consulting and this global retailer on the network upgrade project underscores the importance of strategic IT infrastructure in the retail sector. Saros&#8217;s commitment to meticulous planning, rigorous testing, and proactive <a href="https://sarosconsulting.com/focus-area/it-procurement">vendor management</a> set the stage for successful completion. As the project continues, the retailer can look forward to a more robust and efficient network infrastructure that supports its busy stores and facilitates future growth and innovation. This case exemplifies Saros Consulting&#8217;s dedication to delivering high-quality, impactful IT solutions in a complex, dynamic retail environment.</p>
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Discover Saros Consulting's role in transforming a retail giant's network for enhanced connectivity and efficiency.

Enhancing Retail Connectivity

<h6><em>Saros partnered with a global retail giant on a mission to enhance their in-store efficiency.</em></h6>
<p>The challenge: the existing tablet devices used struggled to keep pace with their busy stores&#8217; demands and needed to be upgraded &amp; refreshed to enhance productivity and at the same time move the devices onto Microsoft office Intune Mobile Device Management (MDM) to align with the wider IT Strategy of the business. The client’s ongoing Next Generation Tablet Project had encountered several challenges requiring external support. Saros was brought in to collaborate with the groups internal team to recalibrate the project, focusing on aligning the budget, selecting appropriate technology partners, formulating a strategic plan, choosing suitable devices, and integrating these with their IT estate for guaranteed success.</p>
<p>The client deliberated between MS Windows-based and Android tablets. Saros facilitated a thorough evaluation, engaging relevant stakeholders in a trial and proof-of-concept phase for various devices. This process led to the selection of Android Tablets, with the added advantage of matching the handheld devices already being used in a 25-store trial for a new service Click and Collect.   Saros supported in both evaluating and selecting a technology partner, tackling technical challenges of introducing Android OS into a primary Microsoft Windows estate. We ensured a seamless integration with the clients IT environment, focusing on network access, security profiles, and compatibility with Microsoft office Intune Mobile Device Management (MDM)</p>
<p>In the final phase, we supported the End User Computer management team in recalibrating the project budget, reflecting the pricing from new technology partners and the updated count of replacement devices needed globally. These adjustments were incorporated into the Statement of Work (SOW) for the technology partner, integrating lessons learned from the trials and proof of concepts to ensure accurate requirements, and expected deployment plan.   This enabled the retail chain to commence the global deployment project with increased confidence. All critical elements for a successful rollout, including device selection, technology integration, partner selection, pricing, necessary work, and a high-level deployment plan, were established at the project&#8217;s inception.</p>
<p><strong><img loading="lazy" decoding="async" class="wp-image-1695 size-large alignnone" style="--tw-border-spacing-x: 0; --tw-border-spacing-y: 0; --tw-translate-x: 0; --tw-translate-y: 0; --tw-rotate: 0; --tw-skew-x: 0; --tw-skew-y: 0; --tw-scale-x: 1; --tw-scale-y: 1; --tw-scroll-snap-strictness: proximity; --tw-ring-offset-width: 0px; --tw-ring-offset-color: #fff; --tw-ring-color: rgb(59 130 246 / 0.5); --tw-ring-offset-shadow: 0 0 #0000; --tw-ring-shadow: 0 0 #0000; --tw-shadow: 0 0 #0000; --tw-shadow-colored: 0 0 #0000; font-weight: 400;" src="http://staging.sarosconsulting.com/wp-content/uploads/2023/10/Saros_1248x609-Vendor-Hero-1024x500.jpg" alt="" width="1024" height="500" srcset="https://staging.sarosconsulting.com/wp-content/uploads/2023/10/Saros_1248x609-Vendor-Hero-1024x500.jpg 1024w, https://staging.sarosconsulting.com/wp-content/uploads/2023/10/Saros_1248x609-Vendor-Hero-300x146.jpg 300w, https://staging.sarosconsulting.com/wp-content/uploads/2023/10/Saros_1248x609-Vendor-Hero-768x375.jpg 768w, https://staging.sarosconsulting.com/wp-content/uploads/2023/10/Saros_1248x609-Vendor-Hero.jpg 1248w" sizes="(max-width: 1024px) 100vw, 1024px" /></strong></p>
<p>&nbsp;</p>
<h3 class="text-2xl lg:text-heading-4" style="text-align: left;">The Detail</h3>
<p style="text-align: left;"><strong>Project Objective: </strong></p>
<p style="text-align: left;">Recalibrate the next generation tablet project to ensure readiness for full global deployment.</p>
<p style="text-align: left;"><strong>Project Scope:</strong></p>
<ul>
<li style="text-align: left;">Addressed technical issues encountered via introduction of Android OS to Primark IT estate.</li>
<li style="text-align: left;">Manage Tablet device selection process based on structured evaluation via all stakeholders.</li>
<li style="text-align: left;">Manage Technology Partner selection via a structured RFI process with Primark stakeholders.</li>
<li style="text-align: left;">Support recalibration of project with group Leadership, via updated budget, plan &amp; timelines</li>
</ul>
<h3 class="text-2xl lg:text-heading-4" style="text-align: left;">Saros Responsibilities</h3>
<ul>
<li>Lead a comprehensive evaluation to understand the client’s specific needs and challenges.</li>
<li>Resolve technical limitations ensuring seamless integration of new tablet devices.</li>
<li>Align vendor selection and budget management for project success.</li>
<li>Coordinate the readiness of the global project in preparation to launch full project via expert project management.</li>
<li>Act as a bridge between the business stakeholders and internal IT organisations.</li>
<li>Manage the full project lifecycle from requirements to final handover to the client’s global deployment team.</li>
<li>These responsibilities allowed Saros to address the client’s immediate challenges and establish a foundation for project success.</li>
</ul>
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Discover how Saros transformed a global retail chain's tablet deployment, shifting seamlessly from Windows to Android with expert precision.

Reviving Retail Efficiency for a Global Retail Chain

<p>Businesses are increasingly utilising the discipline of project management in recognition that it is a key enabler of corporate strategy delivery. Project management provides the potential to increase projects’ success, minimise the likelihood of failure and ultimately contribute to the overall organisational performance.</p>
<p>There are many ways an organisation can choose to embed project management as a practice, depending on the unique characteristics of the organisation itself. However, certain basic elements need to be in place in any organisation for project management to take root and flourish.</p>
<p>&nbsp;</p>
<h5>About the Client</h5>
<p>Certa, one of Ireland’s largest energy companies, was undergoing transformational change through the confluence of numerous successful energy brands into a single brand and diversifying their product range to connect people and businesses to the most progressive energy solutions available.</p>
<p>This transformation resulted in several large projects key to strategic success as well as numerous operational improvement initiatives to realign organisational processes, people and technology.</p>
<p>Through the rebranding project, the leadership team recognised the need to establish project management as a practice to enable a more structured approach to managing multiple projects simultaneously as the organisation integrates and grows.</p>
<p>&nbsp;</p>
<h5>Key Challenges</h5>
<p>With the increased number of strategic and operational projects, several key challenges were identified, this included visibility of total capacity versus demand of key resources, consistency in project execution processes, alignment of projects to strategic priorities, effective project planning, control and reporting, and levels of project management knowledge / skills within the business.</p>
<p>Saros Consulting was engaged to assist address these challenges and embed project management as a practice through developing a project delivery capability that aligns projects with corporate strategy through an effective execution lifecycle.</p>
<p>&nbsp;</p>
<h5>Building a Project Management Foundation</h5>
<p>With the discipline of Project Management being relatively new to the organisation, we focused on implementing the basic elements of a sound project management practice, which included:</p>
<ul>
<li>Determining the maturity of existing project management practices within the business and the unique characteristics of the organisation in relation to managing change.</li>
<li>Creating a project management framework based on the organisation’s project management maturity, to act as a guide to project decisions and enable a consistent approach to project prioritisation, planning and execution.</li>
<li>Introducing a fit-for-purpose project governance structure to provide direction, make decisions and ensure projects are visible and routinely reviewed.</li>
<li>Establishing a Project Office to manage the PM processes, tools and templates, and provide support to the project governance structures.</li>
<li>Working collaboratively with the leadership team in reviewing, aligning and prioritising projects to strategic objectives to ensure teams work on projects that move the organisation forward.</li>
<li>Continuously engaging the leadership team to ensure active and visible sponsorship of the project management practices.</li>
<li>Reviewing, aligning and prioritising projects to strategic objectives to ensure teams work on projects that move the organisation forward.</li>
<li>Identifying and implementing an appropriate project management tool to enable effective tracking and reporting of the organisation’s project portfolio.</li>
<li>Implementing various initiatives to develop individual skills to improve project management competence within the organisation.</li>
<li>Establishing mechanisms for continuous performance monitoring and reporting to improve project execution, business success and adoption of project management.</li>
</ul>
<p>&nbsp;</p>
<h5>Success Through Visibility and Alignment</h5>
<p>This was a key strategic initiative that required extensive collaboration with business stakeholders in creating awareness, understanding and acceptance of project management in the organisation, resulting in:</p>
<ul>
<li>Enhanced visibility of capacity and demand, enabling improved prioritisation of projects.</li>
<li>Successful implementation of a fit-for-purpose project management framework and project management tool.</li>
<li>Establishment of a Project Management Office.</li>
<li>Successful delivery of several post-merger integration projects.</li>
<li>Increased Project Management knowledge and skills across the business.</li>
<li>Improved planning, execution and control of projects.</li>
<li>Significant increase in the utilisation of the project management framework and project management tool among management teams.</li>
</ul>
<p>&nbsp;</p>
<p>This case study illustrates the transformative impact of tailored project management practices in an evolving corporate environment. Our collaboration with one of Ireland&#8217;s largest energy companies highlights the importance of aligning project management with strategic objectives, demonstrating the substantial benefits of methodical planning and execution. This experience reaffirms our belief in the power of project management as a critical tool for achieving organisational excellence and strategic success.</p>
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Saros Consulting's project management expertise brings new efficiency and strategic focus to a major energy company's operations.

Embedding Project Management as an Organisational Practice at Certa

<p style="text-align: center;">&#8220;This strategic implementation not only addressed the existing challenges but laid a foundation for future technological and business advancements.&#8221;</p>
<p>&nbsp;</p>
<p>A leading global retail client initiated a digital transformation project, focusing on streamlining IT Service Management (ITSM) for enhanced efficiency. The client recognised technology as a key enabler for achieving their ambitious business strategy yet, they faced significant obstacles with their existing ITSM tool including: lack of automation capability, limited communication channels, overly complex integration capability and inefficient operations.</p>
<p>In addition, the existing tool&#8217;s outdated user interfaces complicated ticket management, and dependency on VPN connectivity for remote work further effected efficiency. The need for significant investment due to extended support and integration challenges added to the client’s ITSM issues.</p>
<p><strong> </strong></p>
<h4>Saros Consultancy’s Role in ITSM Transformation</h4>
<p>&nbsp;</p>
<p>To address these issues and facilitate the client’s ongoing business expansion, Saros implemented the ServiceNow ITSM tool on top of ServiceNow ITAM/CMDB for the client’s Corporate ServiceDesk and ITSM towers. This strategic initiative included various critical ITSM modules and additional capabilities, such as Incident Management, Service Request/Catalogue Management and Change Management to name but a few. The project not only resolved the client&#8217;s challenges but also laid the foundation for future technological and business advancements, transforming the tech experience for over 3,500 employees and enhancing the efficiency of 990+ IT support staff.</p>
<h4><strong> </strong></h4>
<h4>Expert Project Management in ITSM Overhaul</h4>
<p>&nbsp;</p>
<p>Saros Consultancy&#8217;s pivotal role in this transformation included comprehensive project management, from collaborating with implementation partners to facilitating extensive training programs. The project spanned various ITSM modules, involving 13 integrations and 600+ stores. Despite complexities and tight timelines, Saros&#8217;s results-driven approach led to the successful completion of this transformative ITSM project.</p>
<p>&nbsp;</p>
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<p>Improved tech experience for over 3,500 employees</p>
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<p>Enhanced efficiency for 990+ IT support staff</p>
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<p>Anticipated savings of 860,209 man-hours over 3 years</p>
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<p>Implementation of key ServiceNow ITSM modules</p>
</div>
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<p>Successful delivery of 13 integrations and lifecycle management of 600+ stories</p>
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<p>Facilitated &amp; tracked 600+ trainers attending direct training, and over 1560 members trained over 5 months.</p>
</div>
</div>
<p>&nbsp;</p>
<h4>Client Testimonial: Successful ITSM Transformation</h4>
<p>&#8220;The launch of our ServiceNow ITSM project completed successfully in May following a great collaboration with the team in Saros and our ServiceNow implementation partner. This was a complex delivery, requiring a lot of additional discovery and solutioning which required collaboration with a large number of vendors and business stakeholders to ensure we met our project deadlines and deliver the overall solution on target. The team in Saros brought the needed experience and skills in terms of ServiceNow, ITSM and Project Management to get us over the line despite very tight deadlines and a number of challenges. Our experience has been that the Saros team is results driven with a strong sense of ownership and willingness to do what it takes to achieve the business outcome.&#8221;</p>
<p>&nbsp;</p>
<p>&nbsp;</p>
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Learn how Saros Consulting's successful ITSM overhaul for a major retailer highlights enhanced operational efficiency and strategic tech advancements.

Revolutionising IT Service Management

<p><em>Saros Consulting partnered with a leading global retailer, on a mission to enhance their contract lifecycle management (CLM). This initiative aimed to streamline their procurement governance, improve contract efficiency, and foster better supplier relationships, ultimately driving sustainable cost savings and operational improvements.</em></p>
<p>&nbsp;</p>
<h4>About the Client:</h4>
<p>Based in Ireland, our client is a significant player in the safety wear market, with revenues exceeding €500m. They specialise in providing high-quality safety wear and personal protective equipment (PPE), serving diverse industries worldwide. such as construction, manufacturing, and healthcare.</p>
<p>Renowned for their commitment to excellence and innovation, they are an established trusted brand in the safety apparel industry, serving sectors like construction, manufacturing and healthcare.</p>
<h4></h4>
<p>Client Objectives and Challenges:</p>
<p>The project&#8217;s aim was to revamp their CLM process, enhancing procurement efficiency. The key objectives were:</p>
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<p>Identification of Process Inefficiencies: Our goal was to identify and address inefficiencies and bottlenecks within the current CLM process, leading to streamlined and standardised procurement practices.</p>
</div>
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<p>Enhanced Contract Visibility and Tracking: We set out to establish a centralised contract repository and tracking system to improve visibility around key performance indicators (KPIs), service level agreements (SLAs), contract milestones, obligations, and renewal dates.</p>
</div>
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<p>Supplier Relationship Management (SRM): We proposed implementing a structured SRM framework for strategic suppliers, with a focus on fostering improved supplier-client relationships over the duration of contracts.</p>
</div>
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<p>Process Automation and Standardization: We advocated leveraging technology to automate manual tasks, while also introducing standardised contract templates and negotiation guidelines .</p>
</div>
<p>&nbsp;</p>
<h4>Challenges:</h4>
<p>During the discovery phase, a workshop was conducted with key stakeholders to discuss the extent of challenges faced by the client. Several critical challenges were identified, documented, and addressed as part of the opportunity assessment.</p>
<p>One of the key challenges revolves around contract lifecycle visibility with key suppliers. The Procurement function tends to become reactive over time, leading to diluted effectiveness and reduced leverage in negotiating terms with suppliers. Properly managing notice periods and contract performance monitoring is crucial for maximising buying power and achieving in-year and multi-year savings targets. Moreover, the contract lifecycle significantly impacts internal resource allocation and timing for supplier engagements related to renewals, reviews, and RFP events.</p>
<p>&nbsp;</p>
<h4>Saros&#8217;s Strategic Solution:</h4>
<p>Over a 14-week period, Saros Consulting’s team, comprising key resources, implemented a contract repository with essential data, enabling proactive procurement practices. To address the challenges and meet client objectives, the solution involved contract repository with essential data, enabling proactive procurement practices and improving visibility. Saros identified sustainable and achievable savings opportunities that were presented to the client.</p>
<p>In addition, Supplier Relationship Management (SRM) formed an integral part of our service delivery. This focus was on strategic suppliers in the agreed spend categories, supporting the development and continuous improvement framework necessary to strengthen supplier-client relationships throughout the contract term.</p>
<p>By adopting these solutions, the client could optimise their contract lifecycle management process, leading to improved procurement efficiency, enhanced supplier relationships, and substantial cost savings in the long run.</p>
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</div>


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