IT transformation in a global travel company

“The success of this massive and complex IT programme has transformed our business.”

The unique challenge

To gain a competitive advantage in the market, an organisation needs the best managed IT products and services available.

Our client’s current IT outsource model was not delivering the services that the business required, and was not positioned to support the business’s transformation ambitions and plans.

The underlying IT estate required transformation to improve compliance and control and increase flexibility of IT delivery, in a cost effective manner.

In line with its overall business strategy our client had chosen to adopt a Service Integration and Management model (SIAM) to provide governance over multiple service providers in an outsourced IT environment (a disaggregated model, versus outsourcing the entire estate to a single supplier).

The challenge was to transition from a full ITO to SIAM in 18 months.

Tools & thinking

United Outcomes developed the Transformation concepts and deployed our PPM capability, IT functional specialists and a PMO service to support the client.

Initially we developed the transformation scope and objectives and provided structure to managing the overall programme of work, reporting directly to the senior IT Leadership.

We designed and built the SIAM concept and delivery model together with in-house (ITIL v3) service delivery organisation and processes.

In addition, we scoped and designed the IT delivery towers for the provision of Networks and Telephony, Data Centres and End User computing services, including managing the competitive procurement of these services.

Success is never a straight line

This programme represented a fundamental change for both IT and the overall business as it required a very aggressive transformation agenda in a highly compressed timeframe.

In addition, the client’s business is exceptionally seasonal and it was vital that no disruption occurred during periods of very high sales activity.

United Outcomes mitigated against this challenge by preparing rigorously and deploying task force groups to support the peak periods.

Due to the speed of delivery of the programme there were also challenges in recruiting and standing up the Target Operating Model (TOM) in line with the design and development of key processes and tools.

United Outcomes supported the client by driving design decisions and, where appropriate, providing interim personnel who later handed over to the permanent management.

The entire process was driven in a very pragmatic, results oriented way to ensure that success was achieved.

We also countered the requirement for speed by working in a highly collaborative manner with senior stakeholders and newly recruited IT services personnel.


The incumbent ITO provider was exited as planned in 18 months.

United Outcomes ensured that contracts with new tower service providers were established and transition of services achieved on time.

The effectiveness of the knowledge transfer programme meant that the new Service Management function went live as planned and is now in a BAU state with a focus on continuous development.

The business’ transformation agenda is continuing, post go-live, focused on securing the client’s vision for their IT estate and processes, in support of the wider business transformation agenda.