Case Study

End-to-End IT Organization Strategic Assessment

Strategy Technology


Fortune 500 U.S. Bank & Retail Brokerage.


Digital Transformation Strategy, Process Model Optimization, Technology Operational Optimization, Technology Strategy

Project Overview

The Client’s Chief Operating Officer sought opportunities to increase application delivery velocity and assurance, and to improve the alignment of priorities between the business and technology. Reference Point performed a strategic assessment focused on the end-to-end application development chain, segmenting the work into 12 assessment dimensions, including strategy, governance, architecture, development management, program and project management, and testing and deployment. The Client had recently implemented a large-scale software development life cycle (SDLC) switch from waterfall to Agile development that was successfully implemented at the team level but led to breakdowns in release planning, cross-team prioritization and dependency management. Newly appointed executives wanted to better understand opportunities to improve information technology delivery so that they could prioritize future investments.


  • Reference Point deployed a team of experienced consultants and industry experts, including the former CIO at Credit Suisse and a former Managing Director at Citi, to advise the Client on industry best practices, perform a high-level assessment of the current state and develop a target operating model for the end-to-end application delivery and management process.
  • The team used Reference Point’s Strategic Capability Assessment Framework to guide the engagement. Key tasks included performing interviews with key stakeholders to better understand existing processes, systems and applications; identifying key areas for improvement; and developing a detailed roadmap and project plan to guide the implementation of the proposed recommendation.


  • Reference Point’s assessment produced 23 detailed work packages supported by 107 recommendations to remediate a detailed listing of 154 findings, allowing the client to prioritize long-term investments. The team also provided a listing of “quick wins” and actionable changes to improve SDLC delivery in the near-term.
  • The work packages were compiled in a detailed implementation roadmap, which included resource estimates to provide decision makers with the information they needed to enable better staffing and funding decisions across the technology organization.

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