Posts tagged Our Work
Established Enterprise Capital Allocation Process

Summary: Client engaged FPG because IT spend continued to rise with declining business results and progress across key strategic areas of focus.

Main (quantifiable) Outcome: Built model and process to link IT spend to business outcomes. Reduced waste and duplication of efforts and aligned all investments against strategic priorities enabling full support of business objectives for less than the allocated budget.

Context and Complexity:

  • Poor definition, alignment and communication of strategic priorities

  • Multiple capital budgets spread across the organization (both IT and Business)

  • Minimal IT portfolio management capabilities and process

  • Funding commitments made in silos without rationalization against enterprise business or technology priorities.


  • Worked with executive team to identify "big 5" strategic areas for allocating capital and % of spend targeted for each area

  • Built and implemented end to end process for capital allocation from intake through monitoring for results

  • Defined and implemented prioritization process

  • Worked with the business and IT to construct capability model to link business process with technology

  • Centralized all capital budgets across the enterprise into newly defined process

  • Shifted from annual funding allocation to monthly funding meetings for target capital budget

  • Established funding milestones for allocated capital to ensure/monitor delivery of results


  • Ability to meet demands of the business well below the targeted $400M budget

  • Improved visibility to IT portfolio of technologies and duplication of capabilities across silos

  • Established language (capability model) improving communication between business and IT

  • Prioritization model highlighted and communicated key metrics across all project teams and stakeholders improving organizational focus toward business outcomes

  • Cemented a culture of accountability

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Reset Product Development and Launch


We were brought in by our Client at the mid-point of a complex product development effort that was not on track for launch to 3 major international customers.

Context and Complexity

  • Over 500 program related resources

  • Multiple languages and cultural barriers

  • Component development spread across multiple geographies

  • Multiple companies as stakeholders

  • 3rd party components as part of a complex product architecture

  • Multiple vendors involved in components of delivery and integration


  • Identified stakeholders and accountability in development/delivery

  • Clearly established scope and commitment to customers

  • Engaged in the management of expectations against scope/commitments

  • Built master program plan with key dependencies between workstreams and identified critical path to launch

  • Added temporary resources in key areas including product management, program management, requirements management and project management

  • Recruited and placed FTE to fill gaps in key capability areas


  • Protected Client revenue stream

  • Helped Client deliver on commitments

  • Protected and extended relationship to additional phases of product capability and delivery

  • Product rollout to millions of end users

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Application Stabilization and Rationalization


A fully integrated health care provider serving more than 4 million people needed to optimize a complex IT environment that resulted from a merger of 12 separate entities. Through portfolio rationalization, creation of a new data center and improved discipline around processes, the organization significantly lowered application outages, reduced maintenance cost and implemented better process flow between organizational entities.

Context and Complexity

Disparate technical environments and numerous organizational boundaries coupled with an urgent need to mature service delivery, created a complex operating environment. Complexity was exasperated by the high volume of data, large number of aging servers and large number of user applications. IT service delivery supported a wide range of health care services including ambulatory, nursing, rehab, long term care, HMO, pharmacy, acute care, physicians’ offices, home care, special care hospitals and general hospitals). Redundant applications and processes resulted from the mergers.


  • Confirmed business objectives (better patient care at lower cost)

  • Identified core IT issues (application stability, redundancy and cost)

  • Inventoried applications and processes (approximately 4,000 applications)

  • Rationalized applications to core requirements (2,500)

  • Oversaw creation of new data center (for greater stability, recoverability and security) and managed activities of the 3rd parties involved in the move

  • Oversaw the implementation of commercial software to replace retired applications

  • Created Application Services Management processes to optimize support, enhancement and maintenance functions


  • New data center established

  • 2,500 applications and associated servers “lifted and shifted” to new center

  • Two major commercial software solutions implemented (Centricity, Cerner)

  • Interdependencies between application and application areas mapped

  • Process redesign completed for application management function

  • Outsourcing model defined

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US Market Strategy


A Fortune 100 company hired us to conduct an analysis of the US Market to determine the growth opportunity areas over the next 5 years to deliver $3B in accretive growth.

Context and Complexity

  • Portfolio of over 20,000 products

  • Complex distribution and channel strategies by market by product

  • Product management capabilities were light and disconnected from actions happening in market

  • Product strategy and innovation not aligned with customers and market

  • Lack visibility into competitive landscape and position - no impact/influence on product innovation or strategy


  • Assessed US Market to determine projected growth opportunities

  • Worked with product management across thousands of products to determine core capabilities delivered to the market

  • Mapped product categories to growth opportunities

  • Completed exhaustive competitive analysis across product categories and market segments

  • Determined "ability to execute" in each opportunity zone - ability to capture value/revenue

  • Built supporting financial model with 5 year projection of opportunity


  • Analysis revealed very low capability to capture growth areas of the US market based on company position/products.

  • Lead to 3 acquisitions over the following 12 months to strengthen position in capturing growth opportunity.

  • Feedback from sponsors: "Better than McKinsey."

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