IT Cost Optimisation, SIAM and Regulatory Compliance (DORA) Multinational Bank

Client Challenge

A UK-based multinational bank was confronted with a complex set of challenges within their IT function, leading to annual IT costs of £3.5m and increased resources required across software development, infrastructure, and support. The introduction of the Digital Operations Resilience Act (DORA) further compounded these challenges by mandating higher operational resilience levels, which the bank was not meeting.

The bank’s IT function was reactive, unpredictable, and lacked the engagement strategies, knowledge management capabilities, and training necessary for scalability and operational resilience. This inadequacy was acceptable for daily operations but fell short of supporting anticipated business growth or navigating the complex regulatory landscape introduced by DORA. Recognising these challenges and in line with the strategic direction mandated by the Head Office, the bank decided to embark on outsourcing part of its IT function. This was seen as a viable strategy to optimise costs, enhance service delivery, and meet the requirements for DORA; the roadmap to successful outsourcing necessitated a comprehensive evaluation and overhaul of their current IT service delivery model.

What We Did

TORI Global was engaged to conduct a comprehensive analysis and to deliver a multi-phased project over several months. Our approach included:

  • Current State Analysis: Conducted a thorough review of the client’s existing IT service delivery, pinpointing areas ripe for outsourcing and optimisation
  • Success Metrics: Clear criteria and KPIs were established to monitor the outsourcing initiative’s progress, ensuring alignment with the new service model
  • Migration Roadmap: A detailed migration roadmap was developed, marking the transition from the current state to the targeted outsourcing model
  • Framework Utilisation: Integrated SIAM/ITIL frameworks to enhance service management practices
  • Third-Party Management: Strategies were implemented to manage external contributors effectively throughout the migration process

Outcome & Results

The project culminated in a successful transition to the new service model, with key deliverables including:

  • A detailed service model and management approach that addressed both tactical and strategic aspects of IT service delivery
  • A risk assessment to mitigate business, regulatory, and personnel concerns
  • Effective contract negotiation and a stage-gated transition that maintained service levels while optimising costs
  • Benefits mapping that clearly linked transition efforts to service outcomes, resulting in measurable improvements
  • Continuous improvement strategies and training for the client’s staff, ensuring sustainable IT service delivery

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