In this engagement, Dowling assisted the CEO of a State Government owned ICT Service provider in developing a business transformation strategy to achieve organizational agility and achieve optimal cost of delivery within the framework of a new operating model.

We worked with the Head of Shared Services of one of Australia’s largest organizations to measure the gap between Customer expectations and perceptions of actual Service Delivery by performing a Service Quality Gap Analysis (ServQual), coupled with the development of a Business Service Catalogue. 

Dowling assisted the Shared Services division of this major University to build a costed Service Catalogue to ensure that costs are categorized, understood and allocated accordingly. Subsequently, this created a platform for a Performance Improvement Programme utilizing the costed Service Catalogue as a basis of understanding to drive sustainable cost reduction and business planning.

Dowling assisted a large utility client in aligning multiple Shared Services objectives to provide value added, agile services to the business in the long-term. The results were a significant increase in end user satisfaction, ability to meet customer demand and improved employee productivity across the business.

Assisting the CIO of this large semi-government organisation, Dowling used a multi-faceted approach to engaging both the business and IT to work together to more effectively manage Application Enhancement Requests using assessment criteria.
We implemented Change and Release Management practices throughout the organisation including standardisation and the development of guidelines to provide more robust Risk Management and reduce unnecessary testing.

Using a Capability Assessment and an education programme Dowling delivered improvements to the Major Incident Management Process resulting in improved Service Restoration performance and capabilities of the Major Incident Managers.

Assisting the IT Asset Manager of this Australian Gas and Electricity Business to gain control of the company's Software Assets by the definition of a Software Asset Management (SAM) Policy. This was further supported by the development and implementation of a SAM process which could be integrated into the existing Change Management process to manage potential impacts to the business in relation to hardware and software licencing.

Our client, global leader in metals processing and recycling, was under pressure to reduce labour costs in the Finance function in response to falling commodity prices.
We created step change program for cost reduction and made the new finance organization sustainable by changing work practices, policies and making sensible use of automation.