A well-known media company wanted to replace its ageing technology estate and embrace modern working practices. Their IT team realized that like for like replacement would be inefficient and that outside expertise would be required to achieve the best results.
The company had 2,000 desk positions across multiple locations in the UK and Ireland with a diverse telecom estate including end-of-life Cisco and Nortel handsets, a variety of voicemail systems, analog and E1 lines. The new system would facilitate practices such as BYOD, Hot Desking, and the design of Intelligent Work Space.
Our lead consultant worked with the IT department to review the existing estate. He helped them align their strategy for all relevant infrastructure and devices to support new business practices. This involved working out key technical requirements, establishing the preferred procurement model and using workshops to validate viable technology designs before making a final selection to take to the bidding process. Auxiliary technology requirements including voicemail and voice recording were also specified at this stage.
With the technology design in place, Request for Information [RFI] and Request for Proposal [RFP] requirements were built out by consulting with internal stakeholders. In this way, the decision-making would factor in departmental priorities without losing sight of key technology goals. A scope of works that detailed consultant, client and vendor tasks was drawn up.
Our consultant prepared an accelerated market review, drawing on our industry knowledge to identify a list of suitable vendors before a bid level matrix was produced. This was further reduced through stepwise refinement using a condensed RFI to generate the RFP shortlist. Our process gives vendors the chance to pitch on their own terms and showcase benefits that could be missed if the RFP were based too closely on an incumbent’s approach. Each one was invited to present and provide a demonstration. With final bids and pricing in place, the final comparison matrix was completed.
The JP Reis consultant presented his findings about the three most suitable vendors along with his recommendation in a concise report. Our stage-gate process is careful to list every possible solution and explain the reasons for their exclusion or rejection. Our client receives a rationalized recommendation based on a defensible decision-making process with a complete paper trail.
By accelerating the process, the consultant was able to prepare our client for investment and implementation with a clear pathway for subsequent steps. This demonstrates how JP Reis can provide valuable project assistance without necessarily leading our clients through the full project lifecycle.