Case Study: Driving IT Performance Improvement Through Benchmarking
Industry: Resources
Service: IT Benchmarking
Client: Confidential – National Resources Company
The Challenge
A major player in the resources industry was grappling with persistent IT service disruptions at their head office. These outages were more than a technical nuisance—they were affecting productivity at the executive level and eroding trust in the IT function. Senior leadership was frustrated and demanded answers.
Our Approach
We were engaged to perform an independent IT benchmarking assessment to uncover the root causes and identify areas for improvement.
Our benchmarking methodology combined data-driven analysis with qualitative insights. We compared the client’s IT performance, processes, and capabilities against industry best practices and peer organisations.
The investigation revealed two critical gaps:
- Unclear Roles and Responsibilities: There was confusion over who owned key IT processes, leading to poor coordination and slow response times.
- Immature IT Lifecycle Management: Core IT assets, services, and support processes lacked structured oversight. Decisions were often reactive rather than strategic.
The Solution
Our benchmarking report provided an actionable path forward. Key recommendations included:
- Optimising the IT Operating Model: We proposed a revised team structure to ensure clear accountability and improved cross-functional collaboration.
- Implementing a RACI Framework: A fit-for-purpose RACI (Responsible, Accountable, Consulted, Informed) matrix was introduced to clarify ownership of IT processes, particularly around incident response and change management.
- Enhancing IT Lifecycle Governance: We identified opportunities to embed lifecycle planning across infrastructure, applications, and support services.
The Outcome
Within months of implementing our recommendations, the client reported a significant improvement in IT service stability. Downtime at head office was reduced, internal satisfaction with IT rose sharply, and senior executives regained confidence in the IT function.
Perhaps most importantly, the organisation moved from a reactive IT posture to one that was proactive, accountable, and aligned with business expectations.
Interested in achieving similar results?
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