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    Group9 ITSM SecB

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    Tanya Jain
    Octo Group is an Italian company founded in 2002 that specializes in car satellite security services. It has grown to be a leader in profits in its industry. However, it faced several challenges with its IT governance, including isolation between its demand manager and IT team, lack of communication between sales and IT, and IT being unable to deliver on projects due to inadequate resources and competencies. The company sought to reshape its IT governance to better align IT with the business needs and priorities.

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    Group9 ITSM SecB

    Uploaded by

    Tanya Jain
    154 views6 pages
    Octo Group is an Italian company founded in 2002 that specializes in car satellite security services. It has grown to be a leader in profits in its industry. However, it faced several challenges with its IT governance, including isolation between its demand manager and IT team, lack of communication between sales and IT, and IT being unable to deliver on projects due to inadequate resources and competencies. The company sought to reshape its IT governance to better align IT with the business needs and priorities.

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    ITSM

    Original Title

    Group9_ITSM_SecB

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    Octo Group is an Italian company founded in 2002 that specializes in car satellite security services. It has grown to be a leader in profits in its industry. However, it faced several challenges with its IT governance, including isolation between its demand manager and IT team, lack of communication between sales and IT, and IT being unable to deliver on projects due to inadequate resources and competencies. The company sought to reshape its IT governance to better align IT with the business needs and priorities.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    154 views6 pages

    Group9 ITSM SecB

    Uploaded by

    Tanya Jain
    Octo Group is an Italian company founded in 2002 that specializes in car satellite security services. It has grown to be a leader in profits in its industry. However, it faced several challenges with its IT governance, including isolation between its demand manager and IT team, lack of communication between sales and IT, and IT being unable to deliver on projects due to inadequate resources and competencies. The company sought to reshape its IT governance to better align IT with the business needs and priorities.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 6

    Case Study-

    Reshaping IT Governance at Octo


    Group-9
    Akhil
    Aditya
    Diksha
    Tanya
    Company background and Choices
    Company background

    ● Founded in 2002,Italian company specializes in car satellite security


    ● ‘a machine to make money’
    ● Leader on profits
    ● Began with installing telematic devices in Unipol’s customer vehicles
    ● 2008, Octo based its own value proposition on three services: (1) Stolen Vehicle Tracking, (2)
    Automatic Crash Notification and (3) Profiling
    ● Introduced Unibox : 1st telematic insurance policy in Europe
    Company Background and Choices

    Strategic choices

    Brand Equity – Octo Telematics has strong brand equity both among the existing customers and potential customers. It can leverage this brand
    equity to expand into new segments.

    Research and Development spending – As a leader in various product segments, Octo Telematics spends significant amount of resources on
    research and innovation in field of – product design, process optimization, marketing strategies, and building IT network to support all the
    promotion and distribution strategies.

    Financial position and availability of resources for marketing – The financial position of Octo Telematics is strong and it can afford to spend
    significant amount of resources on marketing for – launching new products and to better position existing brands.

    Culture of the Octo Telematics – As the Reshaping the IT Governance in Octo Telematics to Gain IT-Business Alignment explains the firm has a
    strong culture of product and process innovations.

    Other choices:

    ● Extensive dealer network and associates network


    ● Efficient delivery of services
    ● Availability of exhaustive product options catering to various segments
    ● Consumer driven innovation.
    Challenges
    ● Demand Manager [I.T.] was too isolated from the IT team. Challenge 3
    ● functional requirements were not always workable;
    ● unit did not have an overall view of projects, needs and planning.
    ● sales people did not support Program Management defining priorities among
    projects and clients.
    ● The development team [I.T.], refused to use the procedure and the tools for the
    management of tickets. Therefore trouble tickets began to rise
    ● Often, Sales [Business] signed contracts agreeing on delivery dates, effort and
    services without consulting with IT. IT staff were constantly under pressure, projects
    were delivered past “Octo” and “Telematics” G Vaia and E Carmel 92 deadlines,
    ● the content of the services agreed on was not always workable
    ● costs were not under control
    Other problems after phase 2
    ● Business units have to negotiate IT projects with the BI manager [Bridge], but then the CIO has to be
    negotiated separately. Sales managers often have to persuade the CIO to put in planning and accelerate
    projects.

    ● The BI manager [Bridge] is at the same hierarchical level as the CIO, so he cannot impose decisions. The
    CEO has to resolve conflicts between them.

    ● There is still a gap between the demand of new platforms/ services for new clients and the ability of the
    IT department [I.T.] to deliver. This is caused by inadequate staffing, shortage of competencies on project
    management and service management, the lack of a strong leadership in the IT unit and related sub-
    units.

    ● Procedures, processes and templates from Sales [Business] through BI [Bridge] to IT are not aligned and
    shared.
    Thankyou!

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