Positioning of the Corporate IT Department

Client case

International telecom operator

Positioning of the Corporate IT Department

About the client

Our client is a worldwide telecom and media operator.

What were the results?

The main contribution of this mission was undoubtedly the relational dimension: our work enabled us to reconcile the interests of the Group’s IT Department and those of its clients

Shared inventory (IT and business)
Sharing of strengths and weaknesses of the Marketing CIS with the business units
Awareness on the part of internal teams of the need to review some of their operating methods, particularly with regard to customer relations
Leads on the first work to be undertaken (via benchmark with the state of the market)

What was the key to your success?

This mission worked largely through the meeting of duos of customers (business) and CIOs to identify the strengths and weaknesses of the operation of the Group CIO, but also to engage in exchanges that marked the beginning of a new relationship.


1 Partner & 1 Senior Consultant

Where did you start from?

The Corporate IT Department ensures the functioning of the group’s “corporate” bodies: HR, Finance, etc.

To adapt to its market, this entity initiated before the beginning of our intervention, a transformation of its internal organization: “destruction” of business silos, creation of transverse functions…

When she took office, the new director decided to call on Talisker to evaluate the state of Marketing (Customer Experience, Posture, Services and Communication) of the entity with its customers

What was your approach to the issue?

This type of mission always involves a preliminary collection of information and we chose to take the information at its source.

A customer-driven approach

  • The image of the ISD in the eyes of the business
  • Knowledge and use of ISD services
  • Level of business satisfaction
  • Communication
  • Changes to be made

A customer-IT seminar to raise awareness

The seminar was a great opportunity to share the perception of the relationship, the respective roles, but also the position of “supplier”, which was seen as subordinate by the IT department.

The working groups helped to re-establish a balance in the relationship.