There is an increasing gulf developing within the world of IT Consultancy, with a new generation of agile creative consultancies on one side and those that remain set in their ways using outdated approaches, instead of embracing the new disruptive technology, on the other.

The time has come to acknowledge and embrace the technological innovations that can empower businesses to pass on the benefits to their customers – which side do you want to be on?

At Velocity we’re firmly on the side of being disruptive – we don’t want to let customers feel detached or frustrated by outdated service models that no longer deliver good value.

If applying ‘disruptive innovation’ sounds attractive to you, but you can’t shake those inevitable feelings of caution then it’s OK, you’re in good company – almost everyone feels the same when disruption happens. It creates a feeling of uncertainty, but the results can provide immense value. The true value goes far beyond simple cost reductions.

One organisation that did apply ‘disruptive innovation’ to the standard IT model was Gatwick Airport – the busiest single runway airport in the world. Accommodating 34 million passenger a year, 2,500 airport staff and over 23,000 employees from retailers and providers, the reliance on effective IT at Gatwick was incredible, but something was broken – employees were disengaged and the IT needed a major overhaul. 

Under the inspired leadership of CIO Michael Ibbitson and Anthony Lamoureux, Velocity Director, Gatwick reimagined its IT services and, against an extremely short timeline, improved IT performance and raised the standard throughout the entire business.

It was a multi-faceted project spanning many months, involving many different partners that all needed to be integrated and inducted into a new way of IT transformation.

We have chronicled the journey in our London Gatwick Service Transformation Case Study, where we look back at the project with Gatwick’s CIO Michael Ibbitson, to capture the radical change that the business went through. It was a rip-roaring ride and involved a 24/7 working attitude because Gatwick operates around the clock – so there was no excuse for the IT not to do the same.

"Working with them as a team was always fun and exciting, they worked exceptionally hard, often staying at the Airport through the night to make sure the job got done"

- Michael Ibbitson, CIO, London Gatwick

Within the case study we explain the need to bring IT Service Management and the Service Desk In-House and On-Campus for the first time in the Airport’s history and what this meant in regards to changing attitudes and perception.

We didn’t throw the baby out with the bathwater though – we took what we knew worked and made it better, more current and innovative using our experience and expertise. For example, the detailed development of a 'Target Operating Model', based on ITIL and SIAM disciplines, to provide a road map of cost; who is involved;  and the processes, tools and performance measures needed in order to make the project a success. 

file-2054986164The proof, as they say, is in the pudding – but in this instance the desire to disrupt the norm and stimulate an “Everyone must win” mentality is captured in the case study. The net result for London Gatwick is that it now haw an IT service that delivers and is loved by its customers.

To access the London Gatwick Service Transformation Case Study please click on the button below.

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