Ardour Company profile

April 2016

Company profile1

The sourcing Advisor who can do more than outsourcing.

IT-Management-Advisor

Sourcing-Advisor

Outsourcing Advisor

• “Down-to-Earth”: We communicate and act both

at the C-level and the operational level.

• “Business thinking”: We lead the IT and sourcing

strategies always from the point of view of

business without forgetting about the IT drivers.

• “Scientifically oriented”: we use empirical1

findings2 an conduct studies3 on our own.

CxO

Leve

l Aw

aren

ess

IT-Management Experience 1 Empiricism = 1 = (from Greek εμπειρία, empeiria, knowledge and experience)2 et al TU Darmstadt, Berlin, Munich and Duisburg-Essen University3 et al annual user survey on your sourcing strategy

Company profile3

Company profile4

Our service- and product portfolio at a glance.

We provide guidance, optimize vertical integration, establish clear structures, and streamline processes. Those are the fields we focus on as consultants.

• Design and implement business-oriented IT strategy [service]

• IT strategy (process) assessment [product]

• Perform IT due diligence [service]

• Develop IT sourcing strategy [service]

• IT Sourcing Readiness Assessment [product]

• Carry out tendering process and support contract negotiation [service]

• Plan and execute transition & transformation [service]

• Rethink and Reshape organizational structures and IT processes [service]

• Design and Organize Enterprise Architecture Management (EAM) [service]

• EAM Assessment [product]

• Design and organize Project Portfolio Management [service]

• PPM Assessment [product]

• Design and organize Multivendor Management (MVM) [service]

Company profile6

Business-oriented IT strategies provide guidance and set priorities.

We advise and assist our clients in developing and implementing business-oriented IT strategies in order to increase the value added by IT.

A sustainable and business-oriented IT strategy defines less of IT standards and technology rather more of the role and optimal organization of IT to support the business effectively. Intelligent benchmarking studies show that it is not low IT costs but adequate IT costs that lead to a high performance of IT and the business.

• Structuring the IT strategy development based on our IT Strategy Framework

• Interviewing and involving the top management

• Moderating workshops

• Establish goals, strategic guidelines and a vision of IT (positive picture of the future)

• Developing the mission (raison d'être) of the IT function

• Work out the core competencies of IT from a business perspective

• Create a final report and a master plan

• Monitoring the implementation

• Ardour IT Strategy Framework

• IT Strategy Process

• IT Capability Maturity Model

• SWOT analysis

• Checklists | questionnaires | templates

• Studies | CIO top issues list

• Customer touchpoint analysis

• Business model canvas

• Application portfolio assessment tool (Excel-based)

• IT role model

• University Hospital

• Group-bound IT service provider

• Large German local utility

• International gas company

• Automotive suppliers

• Airline

• Top management supports IT strategy

• is business-oriented

• is concrete and company-specific

• sets the right priorities

• integrates the key stakeholders

• Strengthens understanding between business and IT

Company profile8

Our assessment evaluates how effective is your IT strategy process within the organization and how effective is the involvement of key stakeholders and shows you specifically how to develop a better IT strategy.

In order to develop an effective IT strategy, you also have to rely on the active and responsible participation of top management and the business area managers along with a good methodology. An IT strategy developed behind closed doors (or in an ivory tower) with many technical aspects and terms will not help you when communicating with the departments.

• Association of Statutory Health Insurance Physicians

• Airlines

• Large public utility company

• Coarse analysis and assessment of your IT strategy development process and its results

• Determine and measure the participation of key stakeholders (quality and scope) in the strategy process

• Conducting structured interviews with the top management (IT and departments) and selected experts

• Developing recommendations for action for more effective IT strategy

• Creating a profitability report incl. defining measures

• Neutral public image of their strategy process

• Argumentation aids for improved positioning of the strategy process

• Learn what a good strategy process can do (experience of other companies)

• Top management is sensitized

• Ardour IT Strategy Framework

• IT Strategy Assessment Tool (Excel based)

• Structured interviews

• Document analysis based on blueprint of the strategy document

• IT strategy (reference) process

• Interviews of key stakeholders from IT and business

Company profile9

As part of pre-merger activities, we support you and your IT team in evaluating IT organizations, application environments, IT infrastructure, service and supplier portfolios and cost-performance structures.

Together with your IT experts we determine risks and possible synergies. Our IT due diligence framework assists us in this process helping us structure the necessary activities and providing is the checklists and tools in order to quickly compile the relevant information.

P01 P02 P03 P04 P05 P06 P07 P08 P09

Scope

IT Due Diligence

Setup

IT Due Diligence

Team

Request

Information and

Documents

Gather Data and

Documents

Assess Data and

Documents

Analyse Data and

Management

Practices

Benchmark

Target IT

Evaluate Risks, Changes

and SynergiesReport findings

Identify deal type and

strategy

Nominate internal

project manager

Define and align

Information Request

Methodology and

Approach

Setup and manage

(virtual) data room

Define and align IT Due

Diligence analysis

Methodology and

Approach

Define and align IT Due

Diligence Benchmarking

Approach

Define and align

Risk/Synergy

identification Approach

Define and align final

report requirements

Define objectives of IT

Due Diligence

Identify and nominate

internal IT experts and

assign focus area

responsibilities

Prepare data request

lists and sheets IT

Governance & Strategy

Enabe Data Gathering

and conduct Q&A

Review data quality and

assess data

IT Governance &

Strategy

Prepare Interviews with

target`s IT experts

Perform IT cost

benchmark

Prepare risk and synergy

workshops for each

focus area

Prepare and align

management

presentation

Define scope of IT Due

Diligence

Sign NDAs and Conduct

Kick off


lists and sheets IT

Organization & IT

Management

Monitor overall data and

document provision


assess data

IT Organization & IT

Management

Prepare Workshops with

target`s business

representatives

Perform Peer

Comparison

Conduct risk and synergy

workshops IT

organisation, IT Human

Resources & Skills

Create and align final IT

Due Diligence Report

Identify particular focus

areas

Organize data room

environment and

adminstration


lists and sheets IT

Processes

Identify information

request gaps


assess data

IT Processes

Prepare Workshops with

target`s IT management

team

Perform IT Price

Benchmark


workshops Application

Portfolio

IT Due Diligence

completed

Draft initial business

model of target

Staff Project

Management Office


lists and sheets

Application Portfolio

Manage additional

information requests


assess data

Application Portfolio

Prepare self assessments

of management

practices

Summarize key findings

from the benchmark


workshops IT operations

Identify potential areas

of synergies (hypothesis)

Create and align IT Due

Diligence project plan


lists and sheets IT

Infrastructure

Review data quality

(accuracy, completeness

and consistenccy)


assess data

IT Infrastructure

Conduct and align

Interviews with target`s

IT experts

Final Evaluation

Readiness


workshops IT Services &

IT Contracts

Identify major

transaction risk

(hypothesis)

Create assessment and

evaluation guideline /

handbook


lists and sheets IT Risk &

Security

Confirm data

completeness and

acceptable data quality


assess data

IT Risk & Security

Conduct and align

Workshops with target`s

business representatives


workshops IT Projects

Create and align IT

Integration Strategy

Decide on benchmarking

requirements


lists and sheets IT

Services


assess data

IT Services

Conduct and align

Workshops with target`s

IT management team

Consolidate and align

risk and synergies

Create IT Due Diligence

Initiation Document

IT Due Diligence

Readiness


lists and sheets IT

Projects


assess data

IT Projects

Conduct and align self

assessments of

management practices

Define, calculate and

simulate scenarios

Decide on IT Integration

strategy


lists and sheets IT

Human Resources &

Skills


assess data

IT Human Resources &

Skills

Risk & Synergy

Evaluation Readiness

Develop and align

recommendations

Integration Strategy

approved


lists and sheets IT

Contracts & Licences


assess data

IT Contracts and Licences

Decide on

recommendations


lists and sheets IT Costs,

IT Assets & KPIs


assess data

IT Costs, IT Assets & KPIs

Risk & Synergie

Assessment Competed

Confirm data gathering

readiness

Prioritize and decide on

focus areas

Data gathering readiness Readiness for further

investigations

• Defining the scope

• Mobilize the IT due diligence team

• Request documents and information (possibly raw data)

• Capturing data, verifying data quality

• Evaluate the documents and data obtained

• Analyzing the management practices, review of the maturity level

• Identifying risks

• Estimating synergies

• If necessary, benchmarking costs and performance structures

• Creating result report with recommendations

• International media company

• Cooperative Bank

• Aluminum company

• Fast start and accurate approach ensures results in a few days or weeks

• Common team evaluates data and ensures sustainability

• Internal commitment to potential cost savings, risks and synergies

• Ardour IT Due Diligence Framework

• Data collection templates (templates)

Service volume

Asset amounts

Capacity

Costs

• Information requirements list with tracking function

Company profile10

Sustainable IT sourcing strategies based on clear core competencies of IT.

Every good sourcing strategy is based on clearly defined core competencies of IT.

Sourcing requires a clear objective and unadulterated look at opportunities and risks. To be fooled by potential cost savings or risks results in disillusionment during the contract period. Sourcing strategies are multi-sourcing strategies.

• Defining IT services and trades

• Determining cost and performance structures

• Defining the core competencies in IT

• Assessing the outsourcing potential and identifying the emerging risks

• Defining demands on delivery models and analysis of impacts

• Creating business cases and validation with the help of benchmarks (with partners)

• Developing decision templates

• Ardour Sourcing Advisory Framework

• IT benchmarking

• Core competencies of IT

• IT service portfolio


• Telecommunications company

• Core competencies your IT are clearly defined

• You know the potential benefits of sourcing alternatives and their risks

• You know the internal further-development needs of your IT (insourcing)

• You have a road map for the upcoming sourcing activities

Preparation Execution Decision

P01 P02 P03 P04 P05 P06 P07 P08 P09 P10

Sourcing Strategy Sourcing Readiness Initialization RFI RFP Specification Proposal Enablement Evaluation Due Diligence Best and Final Offer Contract Negotiation

Define and Align

Sourcing Strategy

Approach

Define Sourcing

Readiness Assessment

Approach

Stakeholder

Identification

Define and align RFI

Methodology and

Approach

Define and align RFP

Methodology and

Approach

Prepare and host

Sourcing Partner Day

Define and align

Evaluation Methodology

and Approach

Define and align Due

Diligence Methodology

and Approach

Define and align BAFO

Methodology and

Approach

Define and align

Negotiation

Methodology and

Approach

Analyze Strategic

Framework

Prepare Sourcing

Readiness Assessment

Project Team Set Up Define and align Longlist

for RFI

Define and align Contract

Methodology and

Approach

Conduct RFP Q-and-A Define and align

Weighting of RFP

requirements

Consolidate Due

Diligence Information

Requirements

Prepare BAFO

Documents

Create and align

negotiation strategy

Define Sourcing

Objectives

Conduct Assessment

Interviews

RACI incl. Information

and communication

guidelines

Create RFI Documents

and templates

Create RFP Master

Document

Plan and perform

internal and external

communication

(Enablement)

Manage RFP Responses

and evaluation

Setup and manage Data

Room

Update contract

documents

Create contract draft

instances for negotiation

Assess IT Business Model

(As-Is Assessment)

Evaluate Assessment

Results

Validate completeness of

sourcing strategy phase

deliverables (BC etc.)

Conduct Questions and

Answers regarding RFI

Create and align

Requirements List

Analyze and evaluate

Performance - RQL

Plan Due Diligence

Workshops and Site

Visits

Conduct Questions and

Answers regarding BAFO

Conduct Contractual

Negotiation Rounds

Identify Sourcing

Opportunities

Define Roadmap to

Readiness

Design and align detailed

project plan and effort

estimation

Manage RFI Responses Create and align

RFP_Requirements_Tem

plate Based Responses

Analyze and evaluate

Pricing

Conduct Due Diligence

Workshops

Manage BAFO Responses Conduct Financial

Negotiation Rounds

Define Sourcing

Scenarios

Align Findings and

Roadmap with

Management

Perform RFI Evaluation Create and align Pricing

Model

Evaluate Statement of

Compliance and

Feedback on Contract

Draft

Conduct Outbound Due

Diligence (Site Visits)

Evaluate BAFO Continuous tracking of

negotiation results

Conduct Impact & Risk

Analyses

Get Ready

(Measurement

Realization)

Define and align Shortlist

for RFP / RFI Results

Create initial Contract

Draft for RFP

Interview Client

References

Evaluate Sourcing

Partner Performance

during Due Diligence

Update Business Case

and Sourcing Risk

Portfolio

Create Final Contract

Create and calculate

initial Business Case

Plan and perform


communication (RFI)

Create Statement of

Compliance

Analyze and validate

Assumptions and update

Sourcing Risks

Decide on modifications

(Wrap-up)

Perform Negotiation

Downselection (BAFO

Results)

Summarize Negotiation

Results and Sign Off

Define Sourcing Strategy Create Service

Descriptions and

additional RFP

documents

Analyze Cost Drivers and

update Business Case

Plan and perform


communication (DD)

Plan and perform


communication (BAFO)

Internal Alignment of

negotiation results

Make Sourcing Decision

(Make or Buy/Results)

Final review and

approval of RFP

documents

Prepare and Conduct

Sourcing Partner

Presentations

Update Business Case

and Sourcing Risk

Portfolio

Plan and perform


communication (RFP)

Define Shortlist for BAFO

/ RFP Results

Plan and perform


communication

(Negotiation)

Plan and perform


communication

(Evaluation)

Company profile12

Studies repeatedly show that a leading cause why sourcing projects fail is lack of IT management skills. There are insufficient processes, structures, skills and manpower to manage outsourcing projects properly. Therefore, an organization must make a timely assessment of whether it is "sourcing ready".

To not be or be insufficiently "sourcing ready", poses risks in the tendering phase, during the transition and transformation phase as well as during the entire contract period. Typical problems include: incomplete contract, lack of skills in the retained organization, inappropriate governance structure and wrong provider choice.

• Prepare assessments and define scope

• Plan and conduct the interviews

• Consolidate and analyze the interviews while identifying weaknesses and risks

• Gap analysis and a review of sourcing readiness

• Develop a "Roadmap to Readiness" with concrete measures



• Public image without internal bias

• Strengths and weaknesses in the management of external service providers are known

• Determined Readiness degree of relevant management areas

• Formulated practical instructions and recommendations

• Ardour Sourcing Readiness Assessment Tool (Excel based)

• Structured interviews on the basis of standard questionnaires

Company profile13

With our proven tendering methods you get an overview at every stage of the RFP process. We pay attention to the success factors that need to be reflected in the requirements specification and the draft contracts.

We often encounter the opinion that the tendering process is simple and quickly done. This is true only if many problems are either not considered or downplayed. Especially the critical aspects must not be left out rather must be openly communicated and clearly regulated and this should be done prior to the contract.

• Planning, controlling and organizing the tendering project

• Developing catalogue of requirements, defining services, SLAs and Service-matrix

• Analysing and evaluating tenders

• Preparing, moderating and documenting contract negotiations

• Creating a business case (possibly determining target prices by benchmarking)

• Planning and controlling of communication and interaction with providers

• International automotive company

• International media company

• Large international bank


• Energy company

• Tourist enterprise

• You are in the "driver’s seat"

• Continuous overview of the status of negotiations

• External partner fits and is efficient

• Fair and sustainable contract

• High efficiency and precision in evaluation

• Ardour Sourcing AdvisoryFramework

• IT benchmarking

• Sourcing Project Master Plan

• RFP requirements list

• Sample RFP documents

• RFP evaluation tool

RFIRfP

SpecificationProposal

EnablementInitialization

BAFOContract

NegotiationDue

DiligenceEvaluation

Phases of a typical tender

Methods and Tools (excerpt)

Sourcing Project Masterplan (mpp)

Pricing Modelsmechanisms and metrics and for development of best

suitable pricing model

RFP Evaluation Tool Comprehensive

Excel Tool for the analysis, evaluation, and comparison

Company profile14

The work really begins after signing the contract. Planning and implementation of the transition and transformation as well as building of the provider governance are the core tasks.

Although often there is a different expectation, a sourcing project does not end with the signing of the contract. Unfortunately only the attention of top management is switched off with it. But the work is just beginning now in the true sense. And - outsourcing is not self-operated mechanism.

• Communicate the changes to the business

• Create or check transition or transformation plans

• Planning and execute roll-ins and rollouts

• Controlling the IT provider(s)

• Monitoring the contractual obligations of our customers

• Build and operate a program management offices

• Monitoring of change requests

• Developing and implementing the necessary retained organization

• Sustainability of the business case and risk portfolio


• International aviation group

• Energy company

• Progress is transparent

• Contractual obligations complied with

• Knowledge transfer is successful

• Service quality as agreed upon is achieved

• Retained organization is controllable

• Multi-provider environment is functional

• Ardour Sourcing Advisory Framework

• Obligation Tracking Tool

• Business Case Tracking Tool

• Transition Masterplan

• Transformation Masterplan

• Risk Assessment Tool

Company profile15

Viable IT governance is the foundation for an agile IT organization.

Organizational structures and process environment must be based on the strategies pursued by the company. Adaptable organizations represent unique selling point that are difficult to imitate.

Achieving a flexible and powerful organization depends more on the informal networks than on the visible formal organizational structures. Similarly, the organizational structure must be coordinated with the process organization and not vice versa.

• Conduct assessments

• Align and configure organizational structure to the strategy

• Define and optimize strategic, tactical and operational IT processes

• Co-ordinate interfaces between IT Macro-roles

• Determine organizational metrics

• Determine the corporate culture | the unwritten rules

• Evaluate the organization’s ability to change

• Energy companies

• Association of Statutory Health Insurance Physicians

• Public utility

• Hospital organization

• Strengths and weaknesses are transparent

• Determined ability to change

• Organization and strategy aligned to strategy

• Higher effectiveness and efficiency

• Considered effective informal network

• IT Governance models

• Sample of IT role profiles

• Process modelling

• Communication structure analysis

• Organization charts

• Method to delimit IT vs. specialist tasks

• Classification scheme of IT tasks

• Different frameworks as building blocks such as ITIL, ASL, BISL, CMMI, COBIT and others

• IT process maps

• Process design methods (Business engineering | Promet-BPR, value creation engine, customer journey canvas)

Company profile17

Skepticism is logical: Only if your EAM is able to provide relevant data in a timely and consistent fashion for decision makers of IT management can there may be a lasting benefit.

The big challenge when EAM is that the "change enabler" and "benefit owner" are often not congruent, i.e. the one who needs to change something does not necessarily reap the benefits too. That makes EAM initiatives so difficult. Therefore, the EAM initiatives do not fail because of the tools but because of insufficient will to change.

• Analyze relevant stakeholders

• Identifying information requirements

• Creating request catalogues for EAM tool

• Defining and introducing EAM processes

• Defining and introducing EAM organizational structures

• Creating business case for EAM

• Support tool-tendering

• Creating usage concepts or modelling guidelines

• Implementing measures for data quality assurance

• Support for tool introduction


• Energy company

• Large German utility company

• Large international bank

• Expectations are realistic

• Benefits and beneficiaries are known

• Acceptance by key stakeholders is present

• High data quality is achieved

• Planning and maintenance processes are really experienced

• Stakeholder analysis

• EAM implementation model

• EAM process model for selection tool

• EAM Process Map

• Sample of requirement catalogs for tool selection

• Market overviews and EAM tool studies

• Technical metamodel as a basis for information-needs analysis

• Business case methodology and tool

• Change management tools

• TOGAF et al frameworks as idea generators

Company profile18

Did you expect more from your EAM initiative? Are you disillusioned after the initial euphoria? Then our EAM Assessment is exactly right for you.

Our EAM assessment provides you a neutral evaluation of your current EAM implementation. We'll show you where you stand, what you have accomplished, but also what remains to be done to realize the benefits of EAM.

• Conduct questionnaire-based interviews with a fixed number of EAM stakeholders

• Identify strengths and weaknesses of the current implementation without any pre-determined result in mind

• Develop company-specific recommendations for action

• Create a rough implementation plan (roadmap)

• International automotive companies

• Energy companies

• Large German public services company

• International bank

• Neutral and external assessment of their EAM initiative without bias

• Quick initial results and assessments

• Concrete recommendations for action for

The organization and role of EAM

Care processes and dovetailing

Use of tools

• EAM assessment tool (Excel based)

• Road-Mapping

Company profile19

Are you selecting the right IT projects? So that you can answer this crucial question, your PPM must be correctly positioned,organized and supported by appropriate tools.

Effective project portfolio should be aligned with the corporate strategy and the business model. Otherwise, it would degenerate into tokenism without any real benefit. By creating transparency PPM intervenes in existing power structures. For your success, we first create harmonious conditions and ensure that your management team pulls together.

• Analyzing stakeholders (groups)

• Performing PPM assessments

• Developing prioritization methods

• Creating requirements catalogues for PPM tool

• Support tool-tendering

• Support in tool implementation

• Defining and introducing PPM processes

• Defining and introducing PPM organizational structures

• More successful and less unsuccessful projects

• Less burden on key stakeholders

• Projects aligned with corporate objectives and strategies

• Shortened decision-making and control processes

• PPM-assessment tool and best practices collection

• Structured questionnaire for PPM assessment

• Sample of requirements catalogue for PPM tool

• Criteria catalogues for prioritization

• Test cases and status models in PPM

• Examples of value driver trees for strategic positioning of ITinvestments

• IT service providers

• Car manufacturers

• Large German bank

• Energy company

• Automotive supplier

• Large public services company

Company profile20

According to the TU Berlin 80% of decision-makers claim that projects are becoming increasingly important for their companies. Are they still often the only instrument to implement new strategies and bring about necessary changes?

Why then is the Project Portfolio Management often not equipped with the necessary governance and is quantitatively understaffed? Why do the responsible managers invest so little in selecting the right projects? Our PPM assessment provides the answers. We have successfully applied it in PPM environments of 50 up to more than 1.000 projects per year.

• Conduct questionnaire-based interviews with a fixed number of PPM stakeholders ((360° interviews)

• Identify strengths and weaknesses of the current PPM organization, design and tool support without predetermined results

• Develop company-specific recommendations for action

• Create a rough implementation plan (roadmap)

• Energy company

• Automotive supplier

• Large public utility company

• Benchmark your PPMs

• Clarify and further develop the role of PPM

• Gaps in the assessment of the PPM are clearly visible (between different stakeholders)

• Concrete, i.e. company-specific recommendations

• PPM assessment tool (Excel-based)

• Roadmapping

• PPM reference process

• Prioritization methods (scoring, value drivers, NPV, ..)

• PPM success factors database

• PPM best practice collection

• Benchmarking data (Source: TU Berlin)

• International PM, PPM and MPM standards

• PPM-Roll-O-Mat

Company profile21

Vendor and contract management is extremely important. Especially in multi-sourcing approaches. It represents the basis to exploit the potential of IT outsourcing in the best possible way.

A suitable and good contract is the critical for MVM to succeed. But not everything can be regulated or achieved by the contract. It requires qualified IT managers with experience of the operational contexts of IT and also functioning planning and control processes with the involvement of suppliers. And we mean a partnership-like and competitive involvement.

• Defining the role of MVM

• Building vendor governance structures

• Develop supplier portfolios with individual profiles

• Determine vendor risks

• Creating market overviews

• Developing and implementing vendor and contract management (e.g. service reviews, performance reporting, escalations, backlogs, contract changes, financials, accounts payable, ...)

• Synchronization of service processes (operational integration)

• Establishing customer-satisfaction surveys

• Energy company

• Logistics company

• Transparent contract landscape

• Services, contracts and processes synchronized

• Better performance

• Shorter escalations, less top management involvement

• Minimized finger-pointing

• Ardour IT Vendor Management Framework

• Standardized role descriptions

• Collection of KPIs for supplier management (scorecard)

• Tool for tracking the contract obligations (obligation tracking)

• ITIL, SIAM models

Company profile22

Company profile23

We couldn’t have said it better; what our customers say about us..

Since our founding in 2004, we mainly advise DAX companies or large SMEs.

Company profile25

Testimonials - Sourcing and CIO-Advisory.

Head of IT Vendor Optimization and Lead Application

Manager

Global Bank

"In the past two years, Ardour did an excellent job in all

aspects of the IT Sourcing Advisory and the entire IT sourcing

lifecycle, including IT-vendor optimization. In literally all

areas from the start of the sourcing lifecycles, beginning

with the sourcing strategy till in-sourcing / back-sourcing,

Ardour provided us very competent and convincing technical

expertise. In particular, the challenge to set up framework

agreements in a relatively short time with several

international IT service providers, to negotiate and conclude,

and "to breathe life into" the framework contracts, would

have been impossible without Ardour. "

"The Ardour team has supported us with convincing

technical expertise in the design and implementation of our

sourcing strategy and carried out as a seasoned presenter a

clearly structured and transparent tendering process and

supported us till the contract negotiations."

Head of Shared Service Center

Automotive Company

Head of BPM/EAM

Logistic Company

"The Guide for CIOs and IT managers by Ardour is an

excellent guide and is a testimony to a high level of

competence. It has helped me in structuring the pending

tasks. It differs in its clarity from the commonly known "CIO

90/100 days" manuals. I find the Ardour role model very

successful. One finds oneself and one’s IT organization once

again!

Company profile26

Testimonials - Enterprise Architecture and Project Portfolio Management.

Head of Corporate EAM

Energy/Utility Company

„Ardour led us convincingly and professionally in advancing

our EAM concept, the EAM tool selection and introduction

across the group. This highlighted Ardour’s strength to be

able to communicate and work flexibly at various levels”

"A differentiated analysis that quickly delivered concrete

suggestions for PPM optimization. So the tools used

immediately created the necessary transparency and

visualized the strengths and weaknesses well. "Another

positive is that Ardour considered PPM together with other

processes (e.g. EA management) and always brought in their

own opinion."

Head of Corporate IT-PPM/EAM

Energy/Utility Company

Deputy-CIO

Manufacturing Company

"What I liked at Ardour was that they did not approach the

issue of EAM dogmatically but besides the conceptual

strength always had the practical implementation in view. I

have also received specific design recommendations for the

integration of EAM to other IT management areas.

And it was fun "!

Company profile27

Company profile28

We say what we mean and we mean what we say.

In doing this appreciation is extremely important to us. Within our own team with very different personalities, but also with respect to our customers and their employees with whom we have overcome difficult periods.

We want to be the management

consultancy in the UK and Germany that

the managers of all levels of management

think of when looking for external support

to solve a problem in IT management or IT

sourcing.

We help, design, implement and advise so

that our clients with our support improve

your IT and "increase corporate values

measurably". We want you to be

personally "valued" by your supervisor

and colleagues. We express this mission in

our slogan: "make others great".

We just don’t go about doing our jobs but

are very conscious of our values:

Entitlement

Enthusiasm

Integrity

Loyalty

Company profile30

Just because we are independent, we can give our customers "unclouded" recommendations. We only have one self-interest in mind to successfully cooperate with our customers.

31

Ardour Consultingis foundedin Seeheim-Jugenheim

BMW, Deutsche Bank and EON are our first clients providing us with a strong impetus to expand our consulting team and coverage.

Strategic partnership with ACT Management Consulting, Vienna.

Ardour Consulting was established by Dr. Jakob Rehäuser and Michael Maicher, former consultants from Deloitte.

We successfully delivered our initial challenges: EAM for BMW, setting-up of retained organisation and IT benchmarking advisory for Deutsche Bank and reorganisation of application management for EON IT.

Ardour Management Consulting Limited is founded in UK. We also establish our Mumbai office.

16.08.2004January

2005

Our new office is ready to go!! We moved into our lovely German head office in Darmstadt strategically located closer to Frankfurt.

February2015

May 2012

Realigning of our business strategy 2025 “from partnership” tomanagement consulting.

November2014

We launched our new corporate design to reflect our new service lines.

July2015

October2014

Another milestone! We are contractual partner for EON Business Services.

May2013

Yes! We win one of our largest sourcing advisory projects with Daimler.

TCV~ 250 Mio. €

YEAH – what a great Office!

Jürgen Bonn, former Deloitte Partner, joins us as new Managing Director.

November2013

Published our first study on IT sourcing “Sourcing Pulse Check”. Our study is well received prompting us to make it an annual affair.

2013: n=107

2014: n=141

Company profile31

Heidelberger Landstraße 21, 64297 DarmstadtTel: +49(0) 6151 7873 180Fax: +49(0) 6151 7873 181Web: www.ardour.deEmail: [email protected]

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