Focus
Systems, Strategy, People, Processes, Governance

Project
Organization Transformation – Global Oracle Implementation

Client
A global manufacturer of rotating equipment solutions for the oil, gas, petrochemical, and process industries.

Project Brief
This client was deploying a global ERP system as well as designing and implementing new global, standardized, processes in the areas of Project Management, Finance, HR, Manufacturing, Field Services, Information Technology, and Supply Chain Management. Polestar was engaged by the client to provide executive leadership services during this business transformation and to provide a project management infrastructure and expertise to lead the global process redesign initiative.

In order to fulfill this effort, Polestar guided the client through a determination of the size, scope and budgetary requirements of the initiative; assisted the client in choosing an ERP vendor through an organized selection process; facilitated the process redesign activities; and staffed the project with both functional and technical subject matter experts by sourcing team members from within the client's team as well as acquiring new hires and temporary staffing. Most importantly, Polestar helped establish a governance structure to support the effort. Polestar provided necessary leadership and expertise to lead and guide the governance groups which included an executive level project steering committee and an executive-sponsored results management team. Polestar also provided leadership in establishing and managing the project management office that led the project initiative. Polestar’s aim was to ensure that each of these governing bodies was supported, visible and available to take an active role in the monitoring and guiding of the organization throughout the project lifecycle.

Polestar also provided change management leadership to the project. Through this leadership, a team of the client’s internal resources were assembled. A project plan was developed with input from the local teams and approval from the client’s executive team. Strategies were developed from analysis such as Stakeholder Analysis and a Key Roles Study which focused on the major groups and constituents affected by the ERP implementation. A governance structure was set up to support the change effort and a comprehensive communications plan was rolled out including a combination of regular meetings with management, employees and other stakeholders, both in the form of written and verbal communication as well as a monthly newsletter with briefs on the project. A web presence was also created to keep staff informed on eminent details regarding the project.

Also, through the change management team, training was developed to support basic functional training to support the ERP rollout, as well as business acumen training for management and leaders to ensure that they were well equipped for the changes in people and processes inherent in the business transformation.

Focus
Systems, Strategy, People, Processes, Governance

Project
Organization Transformation - SAP Implementation

Client
A major equipment manufacturer and seller of equipment for the Oil & Gas drilling industry

Project Brief
The client engaged Polestar to provide executive leadership services developing a technology strategy that could support the executive vision. Polestar engaged in two distinct phases of this effort. The first was to redesign and automate the processes of this organization. In this company it required a new ERP implementation. SAP was chosen as the platform of choice. Once the ERP was installed in over 160 locations across 4 countries Polestar worked with senior management to establish methods of tracking desired behavior changes in the organization. This contributed to enabling the senior executives to drive this business to operate with 20% ROCE which represented substantial improvement.

Polestar then began to work with this organization’s customers streamlining the inter-company processes. This resulted in removal of substantial cost for customers which then drove a 150M+ increase in annual revenue attributed directly to this strategy. In addition to working with the existing customers Polestar was able to engage new customers based on the reduced operating costs that could now be offered.

During this engagement Polestar built and trained an organization that could continue to work in the customer base reducing their costs. This organization and strategy is still in place today.

Focus
People, Systems, Governance, Strategy

Project
Management Turn Around

Client
An e-business marketplace in the Oil & Gas/Petrochemical industry

Project Brief
Polestar was originally engaged by the CEO of the company to develop strategies for accelerating the adoption of the company’s B2B services to its clients; a global group of Petrochemical majors and their suppliers worldwide.

When the existing CEO resigned from the company and a restructuring of the executive team began, Polestar provided temporary leadership, filling the roles of Chief Operating Officer, VP Technology, and VP Global Delivery. Through this leadership, Polestar helped the company continue to grow and eventually hire its own resources and develop an organizational structure so that the transition was seamless to the client’s end customers. During this transition phase engagement, Polestar was able to help the client improve its operations in several ways; by reducing the overall Operations budget; reviewing and improving the infrastructure of the technology platform and service offerings; managing and growing several key customer accounts; and providing leadership and project management services for on-going development and integration initiatives.

Focus
Governance, People, Systems

Project
Executive Outsource, Application & Infrastructure Management

Client
A leading tile manufacturer

Project Brief
This leading tile manufacturer asked Polestar to provide an executive resource on a contract basis to fill the role of Chief Information Officer, reporting to the CEO to stabilize the IT organization, implement a new infrastructure, develop new application architecture, and eventually to hire and transition leadership to a permanent executive employee. The Polestar team was able to provide a temporary team that quickly restructured the IT team and positioned the department for success.

Throughout the engagement Polestar helped management look at technology as a strategic tool to be used to drive business results. Conversely, Polestar helped the client develop a technology group focused more on delivering innovative solutions that would improve operations and information management as opposed to a siloed organization simply tasked with "keeping the lights on".

Focus
Systems, People, Process, Strategy

Project
IT Organization Evaluation

Client
Engages in the acquisition, development, and exploration of oil and gas properties in the United States

Project Brief
Polestar was engaged to develop and implement a strategic plan to ensure that the client’s IT strategy aligned with its business strategy. Polestar also provided an assessment of the overall structure of the IT organization, including a skill set assessment to define and repair gaps so that the team would be positioned to meet the company’s goals. The project objective was to help the client transform from a tactically driven IT organization to a process driven organization with a focus on superior customer satisfaction.

Polestar provided the client with the necessary roadmap and leadership to refocus its organization on customer service and to position the IT department so that there would be clear alignment between the technology initiatives in the company and the company’s vision and business goals.