The term “Hiring the Old-Guy” in our context loosely describes the people or a person that we bring to the table and engage. They bring many years of ‘lessons learned’ and experience you just cannot gather from sitting in a classroom.
It’s these lessons that we use to help make the “right” decisions for your business environment often preventing bad decisions from being repeated.
CCServe is the Business vehicle for the provision of interim consultancy roles focused on global clients requiring executive led IT Change & Transformation services. We have built a global network of contacts mostly whom have held long term VP level roles within large global organisations and experience thats well sort after. Engagements are typically a mix of Programme Leadership, IT Change or Advisory assignments, Global transformation delivery to support the demands of Senior executives/Board level Management.
Sample of the services provided:-
• IT Vendor Management – Introduction, contract negotiation & cost comparison analysis
• Operational Change Management – Merging/carving-out infrastructure
• Programme portfolio governance – engagement techniques
• In-house or Outsourced BPO, Contact Centre “Right Sourcing” advisory
Sample of experience gained from the likes of :- HSBC Bank, UBS Investment Bank, Citigroup, Emirates Airlines, Coats PLC, Zurich Insurance, Renaissance Bank, Marsh MacLennan, LIFFE (Now NYSE Euronext), Credit Suisse, Sitel BPO, Teleperformance, Deutsche Bank, Credit Suisse, Sutherland Outsourcing, Genesys, AVAYA, Juniper, Cisco, Nortel
“STRAIGHT TALKING” IT CONSULTING
There’s one thing that’s in short supply in almost every organisation, at every level, and that’s straight talking – business frankness.
It’s business’s biggest dirty little secret that in most companies, most people would hide or spin the truth rather than openly share it, making it harder for decision makers to bring the reality of the situation to the surface in order to fix it.
CIO'S CAN BENEFIT FROM USING INTERIM CONSULTANTS
Taking charge of a programme by an interim for what’s considered a short period of time doesn’t mean the Interim can’t make a big impact to an organisation. In most cases an Interim would have the benefit of seeing the issues with fresh eyes, but more importantly the actions that they take are not clouded by political outcomes.
IS THE MARKET CHANGING THE WAY THAT WE ENGAGE AND WORK WITH THE USE OF INTERIM MANAGEMENT?
Permanent contracts are still dominant in businesses – and it is set to stay that way for the foreseeable future. But does a senior level “permanent” position really exist in this day and age? How beneficial could it be for us all to adopt an interim mind set – regardless of our actual position?
We should all actually be concerned about what boards are ‘NOT’ discussing!
CEOs and their executive leadership teams should recognise that if they don’t have the technology knowledge at their fingertips then they are making corporate decisions in the dark. Boards should be building technology agendas into the core of their medium term business strategy, if they don’t want to be overtaken by their competition. The digital agenda does drive business growth and in turn revenue and market share – so this is why CEOs should be consciously recognising technology does have a say in the way that the business grows, and why technology leadership should be at the Board Table.
+44 (0) 2080 908 352
Fetcham, Surrey, United Kingdom
Monday-Friday: 9am - 6pm (GMT)
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