Disparate post-merger IT landscape hindered innovation and global expansion strategy.
Royal HaskoningDHV, one of Europe's leading project management, engineering, and consultancy service providers, was formed by the merger of Royal Haskoning and DHV. However, they faced an instant challenge when it came to merging the IT landscapes, legacy infrastructure, operating processes, and policies of both firms. This resulted in high costs and a severely limited ability to scale or innovate, causing the new firm’s Information and Communication Technology (ICT) services to fail customer expectations.
TCS applies its White Box transparent engagement model.
To address the issue of user experience anxiety, our first instinct was to provide end-to-end service management and partnership. We worked with third party vendors to automate office processes and facilitate pay-per-use customer service deliveries at multiple locations.
We then reimagined how the company was managing its technology infrastructure, end user computing, multi-language service desks, network and telephony, and end-to-end integration.
Our pay-per-use White Box model computed the fixed and variable costs of designing, building, and running enterprise IT infrastructure, bringing cost transparency and flexibility to service delivery. By refining service management, report monitoring, and health checks—we facilitated proactive, instant analyses, troubleshooting, and incident resolution.
TCS handles nearly 100% increase in customer’s service volumes.
We upgraded all their legacy systems to a state-of-the-art Microsoft cloud environment to enable communication, collaboration, and remote connectivity. Our solution continuously improved the user experience of ICT, guided innovation with a clear technology lifecycle roadmap, and provided a globally unified digital way of working.