Consolidating infrastructure across a financial services group.

Client context

The business context.

A financial institution acquired a wealth-management business to combine with an existing subsidiary. The infrastructure review considered the acquired business, the subsidiary and the parent group together, rather than limiting the analysis to the two businesses in the transaction.

The organizations differed in their infrastructure costs, service levels, sourcing arrangements and technical capacity. Lower unit costs did not always mean an equivalent service, and some consolidation measures depended on other work being completed first.

The work

How the engagement was delivered.

• Compare costs and service requirements

  Built a financial and technical baseline across infrastructure services, including workplace support, data centers, storage, connectivity and mainframe operations.

• Evaluate consolidation choices

  Assessed sourcing, capacity and service-level trade-offs, identified contract dependencies and developed options for sharing or retiring infrastructure.

• Prioritize a feasible roadmap

  Sequenced the proposed measures and distinguished initiatives with attractive payback from the enabling work required to make integration possible.

What changed

A prioritized consolidation business case.

The engagement produced a set of consolidation options, a business case and a sequenced initiative plan across the three environments. Management could evaluate expected savings alongside the required investment, service requirements and technical dependencies.