The Schneider–THBS engagement is a good example of the on-going trend of enterprises preferring vendors that can offer specialized skills, flexibility, and responsiveness in order to deliver high-profile, mission-critical work within time and budgetary constraints.

The Schneider–THBS engagement is notable for the sheer scale of the transformation initiative, the highly complex nature of the requirements, and the massive amount of legacy systems that needed to be “brought into the fold.”

Key messages

  • This case study highlights the importance of a well-planned approach to transformation that involves the business and ensures that business leaders are being educated about the role it plays in reaping the anticipated benefits from the exercise.
  • The successful delivery of the first two phases of Schneider’s transformation exercise is testament to how the super-specialization that the vendor has built in the service-oriented architecture (SOA) space, working together with a collaborative IT team from the client that understands the context to apply this knowledge, can yield quick results.
  • Client involvement and support in any transformation initiative is key to its success. In this case, Schneider's Information, Process, and Organization (IPO) leadership team prioritized this initiative as part of its yearly strategy and recognized the impact it could have on the business.
  • Some of the critical success factors behind the engagement included a proactive, partnership-based approach to problem solving, the identification and definition of the business requirements, and the attention paid to ensuring the change management exercise ran parallel to the transformation work.