Our IT framework (IT-CMF) has helped companies achieve significant and measurable results

The IT-CMF has been used to achieve increased IT effectiveness, reduce costs, and align IT to business goals for hundreds of companies.

Read on to learn more about how our IT Framework (IT-CMF) has created driven IT value for diverse companies in a wide range of industries.

BNY Mellon is the sixth largest investment management firm in the world, and seventh largest wealth management firm in the United States.

They are a highly distributed organisation; 60,000 employees globally, 13,000 in Client Technology Services (IT).

Mandated by the Global CIO, the IT-CMF  is used to ensure that BNY Mellon’s vast infrastructure and 13,000 IT employees deliver the functionality & capability needed to support the global enterprise.

AIB and the IT-CMF

AIB, the largest retail and commercial bank in Ireland, has a leading position in digital enablement. AIB’s ambition is to be recognised as having the best technology function of any Bank in Europe by 2019. To achieve this, AIB needed a methodology that allowed them to consistently track progress year on year. IT-CMF was identified as the most adequate solution.

Why the IT-CMF?

1. The IVI provides a globally acknowledged process IT-CMF which allows organisations to baseline their current capabilities while enabling targeted improvement of capabilities through the CIP (Capability Improvement Process).
2. Access to the IVI consortium with opportunity to engage with industry thought leaders and practitioners with extensive multi industry experience.
3. Access to business relationship managers is an essential value add to the overall IT-CMF process.

Find out more about AIB’s key metrics by downloading the pdf below.

In 2006 the Intel CEO Paul Otellini introduced a new strategic initiative called SET (Structure and Efficiency Teams) with a goal of efficiency and taking $2–3 billion out of Intel costs to improve Intel’s bottom line.

Intel IT was one of the first organisations to align and embrace this strategy; and the CIO introduced early redeployments and cost reductions to deliver IT’s share of this overall cost reduction goal.

A baseline IT capability assessment in 2007 showed that many of the Intel IT critical capabilities had low maturity

Dwr Cyrmu Welsh Water (DCWW), the sole provider of water and waste water services in the region and with 3000 employees, is the fourth largest employer in Wales.

The company has regulated revenues of around £700m per annum and has adopted a mutual values model, where it either invests its profits in its assets or returns them to customers.

Dwr Cymru Welsh Water, in partnership with the Innovation Value Institute (IVI) and BearingPoint supported the delivery of improved IT services while reducing operating costs by 20%.

In order for their world-wide IT department to support a global business, Xilinx needed to enable IT to maximize its effectiveness and increase its value to the business. This included ensuring a comprehensive IT architecture was in place, complete with appropriate models and practices. These models and practices were required to support on-going decision-making, planning and governance.

The internal team tasked with developing this IT architecture identified the IT Capability Maturity Framework (IT-CMF) as the best tool to scope, measure and support the work of improving the IT architecture capability. Of the 35 critical capabilities the Framework covers, the team were able to identify that Enterprise Architecture Management (EAM) would be the best place to focus.

Xilinx completed the EAM Critical Capability Assessment, after which they had an external and unbiased evaluation of  their current capability, and were able to pinpoint areas in which improvement would be most effective. Using their knowledge to leverage the tools provided in EAM, they completed Capability Improvement work across the following areas:

• Architecture Framework & Processes
• Architecture Governance and Value
• Architecture and Strategic Planning
• Organisation Structure & Skills
• Organisation Engagement

With a combination of executive support, understanding the scope, training and engagement, the initiative has been successful and had resulted in a common understanding between the IT department and the rest of the organisation on the problem, the shared goals, and benefits for the entire organisation.  Xilinx now have a much improved Enterprise Architecture Management Capability across the organisation.

“IT-CMF was a tremendous support to us in improving a complex and difficult area. Having an external measure of our current state, and a way to organise our work, contributed greatly to our success in taking our worldwide IT architecture to the next level” 

Fergal Ryan, IT Director, Integration and Database