The Project
Risk-based analysis for a de-risking scenario
The client, who wishes to remain anonymous, is a leading industrial company with a global presence and a correspondingly globalised infrastructure and application landscape. It is in the middle of a critical upgrade of its SAP landscape. Due to the rapidly changing political relations with countries such as China, the question must be answered as to how the future set-up, in particular of the information and data landscape, should look.
Date :
2022/23
Category :
Advisory, C-Level Consulting
Tags :
Innovative Approach, C-Level, RBA
Client :
a leading European industrial company
The Challenge
The industrial client was surprised by the developments surrounding Russia’s war against Ukraine. The necessary adjustments to the infrastructure and applications meant a considerable additional effort in terms of time and costs. In addition, there was great uncertainty as to whether all points were in line with the sanctions imposed. Once the situation was under control and the necessary decisions regarding Russia had been made and implemented, the management of our client turned to the global IT leadership team with the request to develop a forward-looking strategy for possible future crises.
This strategy should initially focus on simple processes and manuals.
The Solution
At Reppel’s suggestion, the client opted for a risk-based approach. This was implemented taking into account important cornerstones: compliance with possible sanctions, safeguarding the company’s own reputation and, if possible, uninterrupted continuation of business operations through efficient IT support. In a first step, all risks were identified with the teams and individual specialists based on 2 scenarios: External Sanctions and Internal Restrictions/Constraints. The resulting risks were assessed and then provided with solutions or controls. The ensuing identified activities were quantified and proposed to the board for implementation.
Customer Success
After intensive exchange with the responsible persons within the framework of a steering committee, a more advanced approach was chosen, although the approach originally desired by the client certainly promised to meet the operational requirements. The costs of the programme are known and our client’s board can now make an informed decision based on this information, which goes far beyond the numerical ‘to separate or not to separate’ decision, adhering to the current narrative of China+1. Although the problem is still not trivial, our client is now able to plan ahead and adjust efficiently to a ‘new normal’.
N.N
- Scenario-based risk analysis
- New challenge - innovative approach
- Programme Management
- C-Level Consulting