Situation

Following a period of significant technology investment and business transformation, the organisation faced increasing pressure to improve financial performance and operational efficiency.

Growth had slowed following the pandemic and shareholders expected stronger returns. Whilst major technology programmes had been delivered, the business had not yet realised the full operational and commercial benefits expected from those investments.

The technology function operated across multiple countries with varying cost structures, duplicated capabilities, and inconsistent delivery models. As the business increasingly moved towards a global operating model, the existing technology organisation was becoming expensive to scale and difficult to optimise.

Challenge

The organisation needed to reduce operating costs without damaging service quality, delivery capability, or business resilience.

Many competitors were leveraging lower-cost global delivery centres to improve efficiency and scale more effectively. While the existing technology operating model was fundamentally sound, it remained largely aligned to historic regional structures rather than the emerging needs of a global business.

The challenge was to redesign the technology organisation in a way that improved performance while achieving a targeted 25% reduction in staffing costs.

What Relentica Delivered

Relentica conducted a comprehensive review of the technology operating model, organisational structure, delivery locations, leadership capability, vendor relationships, and cost base.

Roles, responsibilities, and delivery activities were assessed across multiple regions to identify opportunities for consolidation, simplification, and improved efficiency.

A global delivery strategy was developed and implemented, supported by organisational redesign, governance improvements, and leadership alignment. Approximately 40% of technology roles were transitioned into an established global delivery centre, creating stronger capability concentration, improved collaboration, and better utilisation of specialist skills.

The programme also introduced greater standardisation, strengthened vendor management, improved product ownership, and implemented targeted automation initiatives to further increase efficiency and service quality.

Throughout the programme, significant attention was given to change management, stakeholder engagement, and employee support to ensure a successful transition.