Context
Givaudan is the world's leader of aromas and perfumes (25% of the world's market).
Historically, the infrastructures' organisation is based on technological silos, and operated in "pioneer" mode with technological heroes.
Moreover, the board is complaining about a poorly "extensible" model, about gaps on the notions of Added value and Budget forecast, and is disappointed by the many ITIL® initiatives or project management which have never succeeded.
Mission
The intervention took place in several stages :
- assessment of service,
- identification et definition of the actual «services»,
- design of the organisation of target services,
- change roadmap,
- management of transformation (organisation, process, technical transformation).
Issues & Goals
MEstablish a management of the infrastructures which allows to transform uncontrolled practices (impact of changes, lack of KPI, cost management) into a structured approach :
- organisation (Infra / Applications),
- process (incidents, problem, change, request),
- references (CMS/CMDB, catalogue of requests...
...and integrated to the methodology of the firm's project management.
Benefits
The resultats are :
- Better visibility of datacentre activities,
- Significant improvement of relations between the world of production and the applicative skills centres and business,
- Improved management by the implementation of simple tools (unique console, and capacity metering tool),
- Reduction of monthly downtime with better management of the side effects.
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To reference files
Success stories
