Introduction To Qedis

Introduction to Qedis

Founded in 2003 to create a different kind of consultancy

Part of Highland Worldwide, a $500m international consulting business with over 2,000 consultants, operating out of 47 offices

Over 110 permanent consultants in the UK, based in London and Maidenhead

Combining global capability with personal and agile local delivery

30% increase in revenues annually and profitable every year since start up

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We pride our self on combining our Big 4 heritage with our ‘Next Generation Consulting’ approach. nextgen consulting is about doing the right thing.

“So what does this actually mean?”We help our clients to be successful for the long term. We don’t just decide the answer and make it fit. We won’t sell you spin and hype or pretend to know everything about your organisation. We don’t take on a job unless we know we can deliver results.

“But how do you really show this in your work?”We listen to clients to understand their business. We transfer our knowledge and capabilities to help clients help themselves. We work with your people and we see our projects through to the end. We guarantee our work.

Consulting

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Why Qedis?

We strive to make our clients and their people successful. We follow a collaborative and trusted approach, transferring knowledge and expertise

We have wealth of experience and tools to help leaders transform their IT function and the business. We are independent of any technology and only work client side

We only take on engagements where we know we can truly add value and deliver results. We’ll do whatever is needed to ensure a great outcome, even put our money on it

We help clients to help themselves

We are the friend of the CIO

We guarantee our work

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Full range of client side support across all business functions and knowledge areas drawing on experts from around the world

Our Capability

OPERATIONS

o Operational Strategy

o Process & Performance Improvement

o Supply Chain Optimisation

CUSTOMERINTERACTIONS

o Marketing & Operational Brand Execution

o Sales Strategy & Effectiveness

o Contact Centre Effectiveness

INFORMATIONTECHNOLOGY

o Strategyo Sourcingo Infrastructure &

Architecture Planningo Professionalising ITo Solutions Delivery

Managemento Business Intelligence

& Information

PEOPLE

o HR & Workforce Strategies

o Organisational Performance

o Talent Development & Management

o Organisational Change

FINANCE

o Finance Function & Transformation

o Planning, Budgeting & Financial Reporting

o Strategic Planning & Implementation o Outsourcing & Shared ServicesADVISORY

EXECUTION

o Delivery Excellenceo Business Change Management

o Enterprise Performance Management

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Highland Worldwide, 2000+ consultants, working across 4 continents, delivering global reach and world leading expertise

Our Locations

USAtlantaCharlotteDallasDenverHoustonLos AngelesNashvilleOrlandoPhiladelphiaRichmondSacramentoSan AntonioSan FranciscoTallahasseeTampaTrentonWashington, D.C

GermanyBerlinDusseldorfFrankfurtMunichStuttgart

HungaryBudapest

AustriaVienna

RomaniaBucharest

ItalyBolognaMilanVicenza

SwitzerlandZurich

SpainBarcelonaMadrid

PortugalLisbon

FranceParisLyon

UKLondonMaidenhead

BelgiumBrussels

NetherlandsAmersfoortThe Hague

UnitedArabEmiratesDubai

Singapore

ChinaShanghai

AustraliaBrisbaneSydneyMelbourne

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Qedis focuses on three core areas, where we offer unrivalled skills and experience

Our Core Focus Areas in the UK

Project andProgramme

Management

BusinessReadiness and

Transition StrategicEnterprise

Management

CultureStrategy

and ChangeEnablement

PortfolioManagement

Skills andCareer

DevelopmentRestructure,Recruitment

and Transition

Organisational Design and

Change

Functionaland Operating

Model

ProgrammeVision andBusiness

Case

PMO

Comms andStakeholder

Management

DELIVERY EXCELLENCE

BUSINESSCHANGE

PROFESSIONALISINGIT

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Delivery Excellence

Establishing and running client side programmes, projects and PMOs to improve delivery performance at each state of the value chain from strategy to results

Common client challenges:• Difficulty translating a strategy into an achievable and measurable programme• Saying no to projects for rational reasons related to the strategy - still a rare

capability amongst the portfolio offices• Tracking progress and reporting is not enough any more for a good PMO, need to

provide insight, be predictive, smart, lean and consistent across the company

The Qedis Difference

Expertise in implementing

efficient & pragmatic ways to measure and deliver the strategy

and programmes

Simple tools and processes to prioritise the right

projects and drivethe value realisation

CorporatePMO

ProgrammePMO

Project and Programme

Management

Smart people

who make things happen

Project andProgramme

ManagementStrategic

EnterpriseManagement

PortfolioManagement

PMODELIVERY EXCELLENCE

Taking the IT organisation through a series of step changes in the way that it is organised, works together and grows talent to deliver business value, be

effective and efficient

Functional Model

Indicates functions provided by IT. Determines key

accountabilities for each function

IT Organisation Design

Operating Model

Career Development

Retail

Business Solutions and Programmes

Development

Business Units

Strategy & Architecture

Central Services

Business & ProcessArchitecture

Systems Architecture

Technical Architecture

Demand Management

Systems Implementation

Testing

Infrastructure and Application Services

Technical Management

Service Introduction

Service Continuity and Security

Managed Services

Service Management

System Management

Business Solutions

Project & Programme

Management

DemandManagement

Business Analysis

Commercial & IT ProcurementIT GovernanceChange Management

Systems Analysis

Systems Design

IT Group Management

IT Strategy

GM Logistics Food eCommerce

MarketingFinance HR IT

Demand

Strategy Services

Bu

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Bu

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elive

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13 Allocate initial resources to project and update portfolio

14 Confirm project approach and create initiation document

Project Initiation Document

Update Technology Projects List

Update Technology Projects List

Confirm & Allocate Initiation

& Planning Stage

Resources


& Planning Stage

Resources


& Planning Stage

Resources


& Planning Stage

Resources

Perform Portfolio Risk

Assessment

Perform Portfolio Risk

Assessment

Confirm Key Deliverables for

all Gates & Agreed

Tolerances

Confirm Key Deliverables for

all Gates & Agreed

Tolerances

Confirm Start Date, Approach, Gather Existing Docs & Agree

Gate Tolerances

Confirm Start Date, Approach, Gather Existing Docs & Agree

Gate Tolerances


& Planning Stage

Resources


& Planning Stage

Resources

Confirm Business

Resources

Confirm Business

Resources

Create Risks & Issues RegisterCreate Risks & Issues Register

Create Quality Plan

Create Quality Plan

Create High Level Plan


Create Procurement

Plan

Create Procurement

Plan



Setup Project Financials

Setup Project Financials

Setup Budget & Forecast SpendSetup Budget & Forecast Spend

Gate 1

15 Update project estimates and confirm progress to next stage

Create Benefits Realisation Plan

for Business Case

Create Benefits Realisation Plan

for Business Case

Update Budget Including Actual

& Forecast Spend

Update Budget Including Actual

& Forecast Spend

Provide Input into & Review

Business Case & KPIs

Provide Input into & Review

Business Case & KPIs

Update & Review Business

Case & KPIs

Update & Review Business

Case & KPIs

Create Consolidated Project Plan

Create Consolidated Project Plan

Assess ServicesAssess Services

Provide Input into High Level

Plan


Plan

Provide Input into Risk & Issue

Register

Provide Input into Risk & Issue

Register


Plan


Plan

Key: Activity Role Deliverable N Strawman GroupKey: Activity Role Deliverable N Strawman Group

Rail IS Director Bus IS Director FGA IS Director

Functional Business Partners

PSO DirectorBusiness Systems

DirectorIS Managed

Service Director

Rail IS Operations Manager

Rail IS Project/Prog Mgr

Rail IS BusinessSystems Manager

Bus IS Operations Manager

Bus IS Project/Prog Mgr

Bus IS BusinessSystems Manager

Bill HallIS Operations

Manager

Project/Prog Mgr

Service Delivery Manager – Help Desk

IS Supplier Contracts Manager

Finance

HR

BusinessSystems Mgr Lotus Notes

IS Training Manager

Corporate SystemsManager

CIO

Divisional Delivery Functional Governance

PA

Procurement

Marketing

Legal

IS Security Officer (including Internet)

Project Manager

Technical Project Manager

The accountabilities defined in the Functional Model and the handoffs agreed in the Operating Model form the basis of

the IT Organisation Design

The “how” behind the functional alignment.

Details key activities and the hand-offs between

functions

The competencies defined in the job descriptions

underpinning the Organisation Design form

the basis of the career progression

Common client challenges:• Missing or inappropriate skills mix• Ineffective/inefficient structure and ways of working• Poor talent acquisition, development and opportunities • Teams not working well as a result of a merger/integration• Poor value and engagement with suppliers

Examples of Professionalising an IT Organisation The Qedis Difference

Relationships with high end IT

recruitment agencies to fill

vacancies Library of tools and templates built from industry best

practices and application in small,

FTSE250 & global IT organisations

Range of operating models for IT organisations

across various industries.

Professionalising IT

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Skills andCareer

DevelopmentRestructure,Recruitment

and Transition

Organisational Design and

Change

Functionaland Operating

Model

PROFESSIONALISINGIT

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Business Change

Providing client side support to manage and deliver the business journey, organisation and individual change associated with major a technology change

Common client challenges:• Lack of experience or a pragmatic approach in managing the business journey• Majority of budget and delivery attention focused on configuring the

software/technology, not preparing the business or individuals for the change • Business or stakeholders not engaged or committed to the transformation• Programme not setup, organised or resourced to deliver the business

transformation

Many years of full-life cycle ERP

implementation experience.

Excellent mix of ERP, programme and change skills

Understanding sustainability is critical.

Many IT enabled transformations fail

because a lack of sustainable infrastructure

to support the people and growth.

We are not systems integrators or outsourcer. We

only work with small, experienced teams within

the client people, with sole purpose of making

the business change successful

The Qedis Difference

CurrentState

The JourneyVision &

ObjectivesProcessesProcesses

PeoplePeople

TechnologyTechnology

Step 1 Articulate vision, objectives and

benefits

Step 4 Determine size of the gap

Step 5 Identify enablers and barriers

Step 3 Understand starting point

Step 2 Define what each of these needs to be to deliver the vision and their inter-relationships

Step 6 Map thetransformation journey:• Programme architecture• Change architecture• Capability enhancement plan• Benefits tracking

Release 1 Roadmap (Draft for discussion and further refinement)

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Tra

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Ana

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ure

Ana

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A

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tect

ure

Ope

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ons

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pera

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s an

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Infr

astr

uct

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Ap

plic

atio

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uild

Ap

plic

atio

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uild

Ris

k &

Co

mp

lianc

eR

isk

& C

om

plia

nce

Impl

emen

tatio

nIm

plem

enta

tion

Release 0.4 – ChannelsDevelop OLB 1.0

Agree Requirements Design OLB 1.0 Develop OLB 1.0

Release 0.1 – Customer & Foundations

Confirm Requirements

Create Solutions Blueprint Configure GS

Configure Global Settings

Update CIS

Configure BPConfigure GS

Release to Pre-Production

Install SAP

Release 0.2 – Basic Product and Transactions

Release 0.3 – Payments and additional features

Develop ServicesDesign & Develop

PDSDesign & Develop

PISDesign & Develop

Transfer

Build SAP Release 1.2

Configure LimitsCreate Solutions Blueprint

Develop Payments Interfaces

Configure Product Features


Build Tech Proving EnvironmentDesign

Environment Procure Hardware

Configure Hardware

Identify Training Requirements

Plan for TrainingDevelop a Training

PlanDevelopment

Train ing Materials

Release to Pre-ProductionBuild and Configure

LMTRBuild and Configure

ALS Install BOSS 1.0

Install D iscovery 1.0 Install and Configure SAP 1.1

Build SAP Release 1.1Confirm Basic Product

RequirementsCreate Solutions

BlueprintConfigure Account

Opening

Configured Basic Product

Develop BOSS 1.0

Confirm Requirements Design BOSS 1.0 Develop BOSS 1.0

LMTR 1.0Confirm Required

Messages

Build LMTR Infrastructure

Develop Interfaces Messages

Build ALS

Confirm Requirements Design ALS Build ALS

Test Release 0.2

Integration TestDevelop Test Plan Unit Test


Design Changes Develop Discovery 1.0

Develop Discovery 1.0

Business PartnerComplete

ArchitectureCreate Solutions

BlueprintConfigure BP

Test Release 0.1Create Test Plan Test Forward

CongruencyTest Reverse Congruency


Make Changes to CISImplement ChangesDesign Changes

Complete Documentation

Reporting / BI BuildCreate Conf igurat ion Documentat ion


Reporting / BI BuildCreate Conf igurat ion

Documentat ion



Update LMTR to version 2.0

Implement PDS, PIS and Transfers

Install & Complete SAP 1.2

Release to Pre-Production

Test Release 0.3

Integration TestDevelop Test Plan Unit Test

Develop LMTR 2.0

Agree Requirements Design LMTR 2.0 Develop LMTR 2.0



Integration TestDevelop Test Plan

Test Release 0.4

Unit TestDevelop LMTR 3.0

Agree Requirements Develop LMTR 3.0Design LMTR 3.0

Build SAP Release 1.2Create Solutions

Blueprint Develop Services

Configure Product Features

Configure GL


Agree Requirements

Design Discovery 2.0


Develop BOSS 2.0Agree

RequirementsDesign BOSS 2.0 Develop BOSS 2.0

Release to Pre-ProductionInstall and

Configure SAP 1.4Update LMTR to

version 4.0Build Base 24

Integration

Implement ACI Integration

Update OLB to version 2.0



Test Release 0.5Develop Test Plan Integration TestUnit Test

Release 0.5 – Cards

Develop LMTR 4.0Agree

Requirements Develop LMTR 4.0Design LMTR 4.0

Develop OLB 2.0

Design OLB 2.0Agree Updates to OLB 1.0 Develop OLB 2.0

Develop Base 24 IntegrationAgree

Requirements Design Interfaces Develop Interfaces

Build ACIAgree

Requirements Develop Interfaces

Configure ACI

Build SAP Release 1.4Create Solutions

BlueprintDevelop Card

InterfacesConfigure Product

Features

Configure Reporting

Conduct Production Testing

Develop Test Plan UAT (BAT) Defect Management

Integration Testing (BIT) Migration TestingRegression Testing

Conduct Platform Proving

Conduct Resilience & Failover Tests

Conduct Disaster Recovery Tests

Develop Test Material

Conduct Operational Acceptance and Service Management Testing

Conduct Security Tests

Conduct Performance Tests

Conduct Non-Functional Testing

Make Go/No Go DecisionsFinialise Release Go/No Go Criteria

Conduct Final Go/No Go Evaluations

Friends and Family Pilot

Migrate Friends & FamilyNew Account CreationMonitor Feedback

Plan Master Data MigrationAgree Approach

MigrationAgree Customer

Prof ilingAgree Go / No Go

Criteria

Release SAP 1.5 Release Cheques Interfaces

Develop Release Plan

Agree Go / No Go Criteria

Plan for ReleaseDevelop Release

Process

Gather Existing Processes

Identify Impacted Processes

Identify Processes Owners

Review SAP Processes

Design New Processes

Detailed Process DesignReview Organisat ion

Against New ProcessesCarry out Org

Impact AnalysisDesign Target Org

Structure

Design New OrganisationDevelop Transit ion

PlanReview RewardsReview Roles and Responsibilities

Prof ile Customers Identify Safe Live Users

Develop Detailed Migration PlanAgree approach to

back book migration

Conduct Migration PlanDelta File

Manage Updates & Changes

Validation of Data

Advise on Products

Draft of Contract Terms & Conditions

Advice on Proposed Products

Advising on Sales Process Insurance

(ICOB – FSA Regulation)

Advising on Sales Process Banking

(COBP)

Contract with Third Party Insurer

Amended if Required

Advise on Sales ProcessAdvice on ID/Anti-Money Laundering

Deliver Interface & Data Migration Controls

Build & Test Technical Security

Deliver Process Contro ls

Deliver Production Application Security

Complete Risk Review

Build & Test Process & Compliance Security

Perform Documentat ion Audit Complete Regulatory Audit

Define Risk & Compliance MI Requirements

Define Risk & Compliance MI Requirements

Deploy ControlsDeploy Process

Contro lsDeploy Production Application Security

Deploy IT ControlsDeploy Interfaces & Data Migration Controls

Scope Contro l

Implement Release Management

Version Control

Release SAP 1.6Release Discovery

3.0Release OLB 3.0

SCA LIVE MVA LIVE

Release to Pre-ProductionInstall and

Configure SAP 1.3Update LMTR to

version 3.0Update Discovery

to 2.0

Update BOSS to 2.0

Update OLB to version 1.0

Develop & Test Reports

Obtain Reporting Strategy ApprovalBuild Reports Assess As-Is

Reports

Document As-Is Reports

Design To-Be Reporting

Develop Reporting Strategy

Develop & Test Reports

Release 0.6 Cheques


Build SAP Release 1.5Configure Product

featuresCreate Solutions

BlueprintDevelop Cheque

Processing

Release to Pre-ProductionRelease SAP 1.5 Implement Cheque

Interfaces

Test Release 1.5

Integration TestUnit TestDevelop Test Plan

Migrate Back Book Synchronise

Transactional DataAccount Cutover

Advice on Proposed Approach

Advice on Prenotificat ion of Changes to Terms & Conditions

Review Approval of Marketing Materials

Review Approval if Communications

Advice on Change to Terms & Conditions

Flex Account Migration

Release 0.7 Bundled ProductsBuild SAP Release 1.6

Configure Product features

Create Solutions Blueprint

Develop Interfaces to 3 rd Parties

Build OLB 3.0

Release to Pre-ProductionRelease SAP 1.5 Release OLB 3.0

Build Discovery 3.0Develop Discovery

3.0Agree

RequirementsDesign Discovery

3.0

Release Discovery 3.0

Test Release 1.6Develop Test

Plan Unit Test Integration Test

Complete DocumentationReporting / BI BuildCreate Conf igurat ion

Documentat ion

Develop OLB 3.0Agree Requirements Design OLB 3.0

Develop a Training Schedule

Plan Logist icsSet up Training Environment

Deliver Train ing Review Quality

Deliver Training

Communicate New Org Structure

Update Role Descriptions

Identify Skills and Resource Gaps

Transition to New Organisation

Manage TransitionCommunicate New RolesRecruitment

Support Leadership

Support Leadership (ED/DD)

Provide Support

Provide User SupportEvaluate & Refine

Support

Monitor Adoption

Monitor Adoption

Design Support Structure

Design Operational Support

Document Environment

Create Operations Manual for Environments

Create Handover Plan

Manage Handover of Responsibilities

Handover of Technical Environment to BAU

Implement Continuous Improvement Plan Monitor Call/

System Trends

Complete Post-Production Stabilisation

Manage Post-Production “S.W.A.T” Team

BBA LIVE

Manage Change Contro l

Manage Service Levels and Improvement Plan

Manage Applications

Manage Service Delivery

Support Early Operations

Prepare Operations OrganisationDevelop Support

OrganisationImplement Changes to

Legacy SupportDevelop Ops Manual for Build

Support the Build Phase

Backup and RecoveryMonitor Environment Environment

Maintenance

Build Production SAP Technical EnvironmentConfirm

RequirementsDesign

Environment Procure Hardware Configure Hardware

Build Test Environments for NBS ApplicationsAssess Available

EnvironmentsCreate a planned aligned

to developmentProcure Hardware Configure

Hardware


Build Pre-Production SAP Technical Environment

Design Environment

Procure Hardware Configure Hardware

Monitor Call/System Trends

Complete Post-Production Stabilisation

Manage Post-Production “S.W.A.T” Team

Software Application Technical Issues

Network Infrastructure

Software Application Performance and Stability

Interface and Integration from Legacy System

Monitor/Tune Performance

Requirements Catalogue

Swimlane Diagrams

Use CasesProcess Flows Business Rules

Complete Detailed Requirements

Gap Analysis Gap ClosureGap Prioritisation

Identify Gaps Run WorkshopsGain Sign-off

Document ResultsGap Prioritisation

Complete High Level Requirements Complete MVA RequirementsIdnetify Detailed MVA

Requirements

Agree Requirements with Business

Agree Requirements with 3 rd parties

Prepare Technical Specs

Prepare Functional Specs

Prepare Business Blueprint

Complete Application Architecture

Complete Detailed Design

Friends and Family Pilot

Pilot Account MigrationManage Change Request ProcessDefect Management

Prepare Migration ApproachFinalise Migration

StrategyFinalise Migration

PlanTest Approach in Pre-production

Gain Business Approval

Release SAP Business Partner

Release Updated Channel Code

Release LMTR

Move Technical Proving Releases to Production

Prepare and Cleanse DataPerform Data

CleansePrepare Data

CleanseDevelop Data

Management ApproachIdentify Data

Owners

Move Release to Production for SCA

Move Release to Production for Bundled ProductsRelease 3rd Party

Interfaces

Complete Compliance Audit

Complete Compliance Audit

Advise on Account Maintenance

Advising on Various Documentat ion

Communication Issues

Advise on Complaints Process

Advising on Complaints Process to Ensure FSA

Compliance

Advise on Third Party Contracts

Drafting/Revising Contracts

Negotiation

Revise Target Operating Model

Determine desired changes

Determine Business Implications of TOM and

Requirements

Run Change Learnings, Business Readiness and Culture Review

Run Change Learnings, Business Readiness and Culture Review

Define MI Strategy

Define MI StrategyAchieve Business

Sign-off


Implement Performance Management System

Validate Performance Management System

Assign Performance Targets

Assign Performance Targets

Initia te Benef its Ownership

Initiate Benefits Ownership

Prepare Performance Management Startegy

Plan Benefits Realisation

Assign TargetsSet Business Targets

Run BTB

Create Transition Plan

Plan Systems Transition Define Transition

ApproachIdentify Impacted

Systems

Plan & Map Data

Define Brand Data Identify Currency/Accountability Periods

Define Customer Data

Define Migration Approach

Define ETL Tools Requirements

Define Location Data

Identify data owner Map Legacy Data to Target Model

Define Target Data Model

Enable SolutionRelease Updated Services

Release Card InterfacesRelease SAP 1.4

Move Release to Production for BBA Release Channel

InterfacesRelease Payments

Interfaces

BusinessReadiness and

Transition

CultureStrategy

and ChangeEnablement

ProgrammeVision andBusiness

Case

Comms andStakeholder

Management

BUSINESSCHANGE

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Community, Service and Recognition

Ranked 4th out of 964 companiesSpecial Award for Innovation in Workplace

Engagement

The only Management Consultancy to achieve 3 star accreditation

Qedis is a member of the Skills for Information Age, with 3 SFIA certified consultants

A preferred supplier on the Buying Solutions ICT Strategy & Consultancy Framework

Recognition for 3 consecutive years

Helping mentally challenged young people in the community to develop through the use of

music

Supporting the development of IT skills in the UK and sitting on the steering group for the IT Academy

Bright Futures Corporate Investor of the Year 2010, For Student

Mentoring and Career Development

We want to be famous for our nextgen consulting approach. At the heart of nextgen is a need to challenge the norm and always do the right thing.

Consulting

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“So what does this actually

mean?”

“We help our clients to be successful for the long

term. We don’t just decide the answer and make it fit. We won’t sell you spin and hype or pretend to know

everything about your organisation. We don’t take on a job unless we

know we can deliver results.”

“But how do you show this in your

work?”

“We listen to clients to understand their

business. We transfer our knowledge and

capabilities to help clients help themselves. We work

with your people and we see our projects through to the

end. We guarantee our work.”

Qedis Vision – Next Generation Consulting

What we do(Mission or Purpose)

How we compete

(Differentiators)

How we behave(Values)

We help clients to help themselves

We are the friend of the CIO

We guarantee our work

We want to change the way the world thinks about consulting by building a Next Generation management consultancy focused on getting the job done for our clients, unleashing the potential of our people and nurturing community around us. Our success is founded upon and evidenced in the enduring relationships we build with both individuals and organisations.

Always saying and doing the right thing

Quality of people and everything

we do

Looking after the core of

our company

Easy to work with, willing to try new

things

Building a meaningful business we are proud of

Integrity Excellence People Agility Ambition

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UK Clients

http://www.arriva.co.uk/arriva/en/

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UK Clients

http://www.enfield.gov.uk/

In the Words of Our Clients...

“We made the right decision in using Qedis – despite, on paper, bigger hitters being on the list. Qedis brought ideas and creativity that took us beyond the conventional… and pushed us out of our comfort zone.” David Jacklin, CIO National Express plc

“We brought in Qedis to manage some of our most troublesome projects and have been consistently pleased with their pragmatic and flexible approach. Qedis have integrated within our team, managed business stakeholders and removed many obstacles in order to ensure on time delivery”. David Henderson, CIO of Associated & Northcliffe Media IT Services

“Over the past two years Qedis have proven an invaluable resource to Wachovia in many key initiatives bringing to us an in depth level of project management capability, always delivering to the highest of standards and in taking proactive actions to creatively control costs in challenging times. These coupled with a great emphasis on integrity, reliability and flexibility has lead them to become a highly trusted and valued partner.” Simon Roche, Wachovia


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"We have had a working relationship with Qedis over the past three years and we can't see the join. The fact that they have had 'skin in the game' has been important too. We put a large percentage of the cost of this programme at risk for them and behind key milestones. They had to deliver aggressively and we measured them very closely." Darin Brumby, CIO First Group plc

“The complexity of these tasks was mind-numbing. In addition to different labour laws and practices in each place, we had to deal with both legacy issues and the creation of new systems from scratch. I can truly say that without Qedis it simply would not have been possible”. David Rudlin, Director of International Markets, Forevermark, DeBeers

“Qedis helped us transform our IT provision faster and more efficiently than we believed we could. Their quick responses and ability to use our own staff enabled a quality team delivery without the usual consultant overload.” Justin Holiday, Assistant Chief Executive, Haringey Council

“Qedis have proven a trusted partner over the past three years and have been an important part of the transformation we have delivered.” Darrell Stein, CIO, Marks and Spencer PLC


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“Qedis helped me avoid approx £5.5mil p.a. of costs by filling posts with civil servants. This was no small feat given the challenge of the recruitment processes within the Home Office which are not geared towards attracting external candidates. They have successfully worked with HR and the various Home Office teams involved to minimise the effect on candidates which has resulted in 17 new senior recruits in to Home Office IT. They have also shown incredible commitment to achieving my desired results putting in additional effort to get us over the line even when their part in the restructure and recruitment initiative had ended. I value their commitment, energy and advice when entering periods of uncertainty as they have given me the clarity I needed to make some difficult decisions.” Denise McDonagh, Head of IT, Home Office

“Qedis excel at creating bespoke services for their clients delivered by just the right people” Russell Eacott, Programme Director, Building Schools for the 21st Century, London Borough ofHillingdon

"Qedis provides bright, adaptable people who integrate easily into our teams and make a real difference." Victoria Garnell , IT Manager, Marks and Spencer PLC


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“What I like about Qedis is that their people all have that magic ingredient which allows them to cope with uncertainty and just get on with delivering what’s needed. The flexibility in their approach means I trust them to deliver anything set before them, anticipating what I need and identifying ways round obstacles they may encounter - they are never limited by the complexity of the challenge set before them.”Elaine Holt, CEO, Directly Operated Railways

“Our Qedis consultant was able to engage speedily and effectively with service managers, obtaining their confidence and buy-in to the methodologies and interventions that he introduced. There has been a high level of skills transfer to key players in our management team, giving us a sustainable approach to delivering further service improvements.”Abimbola Odunsi, Head of Barking and Dagenham Direct, London Borough of Barking and Dagenham

“It was a refreshing change to work with the team from Qedis; they quickly understood our business and worked well with people of all levels throughout Seymour which resulted in a logical business result which we have been able to implement with very few changes.” Tracy O’Sullivan, MD of Seymour


Documents

Introduction To Qedis