Frequently, the CIO and its people cannot excel for a number of difficulties that arise, such as: having many urgent requests that become isolated applications, low business value requests without well-founded business cases, not taking the tough decisions at the highest level and the CIO has to say "no"s, the sponsors neither lead the projects nor assign their best people, management do not get closer to the I.T. area because they do not understand it, I.T. is seen as an expense and minimal resources are assigned to it, the daily affairs leave little time to devote to investments or projects even if they are strategic, or the CIO do not know how to show the real problems of I.T. to Senior Management.

At Lighthouse, we support the CIO and his team to overcome obstacles which do not allow them to boost their performance and change status quo, for example through: the formalization of governance and prioritization, the support in project design taking into account the sponsorship and participation of key resources, coaching executives to help them feel more comfortable with I.T. as well as with the business value of I.T. initiatives, the support of strategic investments or issues so that they have the proper dedication, the improvement of business processes to achieve real impacts with I.T. efforts, or the displaying of the problems of the I.T. area without technological jargon to Upper Management.

We help leading organizational change and harnessing the opportunities unleash digital transformation. We use these four steps to enabling digital leadership: reimagining your business, reevaluating your value chain, reconnecting with your customers, and rebuilding your organization.

At Lighthouse, we perform technology assessments focused on delivering-value improvement: fully understand where you are in order to propose actionable recommendations based on identified opportunities. Knowing the state of affairs means taking a "snapshot" of current technology without jargon, ranging from an assessment of infrastructure, going through applications and organization, how time is employed, decision-making, the relationship with vendors, budgets, the technological risks visualized, and the satisfaction level. We emphasize in showing top management the major topics visualized, so that clearly understanding the situation, they can take the actions that will benefit I.T. area.

At Lighthouse, we support companies with their business initiatives based on I.T., so that these projects meet the timing, cost and functionality expectations. To do this we have a complete service from project design, through its management, external monitoring or assessment in retrospect. We focus on the factors at the enterprise level that, owing to lack of time, are often neglected and put a project at risk, such as: clarity of purpose, leadership and sponsorship, effective involvement of those who know more about the subject, change management, and project flexibility.

On certain occasions companies must define I.T. strategic investments, which involve a technological leap in the area, innovations or long term changes. But it usually occurs that due to lack of internal staff time, the necessary time the issue deserves is not devoted to it, thus risks can be generated given that not fully informed decisions can be taken. With this service, Lighthouse is focused on the investment matter, working with the company to make explicit the tacit objectives of what is wanted, business case building and benefits quantification, thorough requirements gathering, a meticulous study of alternatives, all of which make risk mitigation possible in those key technology decisions.

Given that I.T. demand in companies exceeds the available capacity, it must be managed. To have an effective management one should start by having a strategy based on delivering business value with well-founded business cases, with the management of I.T. portfolio which takes into account risks and measures results; and an I.T. roadmap outlined with budgets and timelines. So as to have predictability of expectations in the medium and long term, to make decisions at the highest level, to gain more visibility and recognition thanks to the delivery of more valuable initiatives, and to achieve the involvement of line management who will be accountable for their benefit forecasts.

At Lighthouse, we believe that automating business processes with problems does not improve the situation. In these cases we work on improving processes with an external perspective that challenges status quo and a "because we always did so” attitude. Any non-value added tasks are detected, as well as bottlenecks, unnecessary delays, common errors, manual tasks that could be automated, unnecessary complexity in the current process; in order to be able to design/ implement a simpler one, efficient and effective, measurable and formalized, as well as expand existing capacity.

At Lighthouse, we believe that the CIO has a key role in achieving a good I.T. ROI and thus meet the expectations. To that end we coach him/her in the development of non-technical skills (governance, organizational design, relationships with executives and vendors, planning and dashboards, implementation of management metrics) and the transition, so as to achieve a strong leadership in the area. We also work with Senior Management so that, being I.T. savvier, they get closer to I.T. people and feel comfortable with I.T., so as to lead along the expected path, to have a better control of the I.T. demand promoting the use of well-founded business cases and the realization of estimated benefits, to define I.T. policies and to adequately support the I.T. area.

Sometimes our customers ask us for custom jobs that go beyond our standard offering. In this regard, to meet that demand, we have performed services such as workshop facilitation (where participatory interchanges are reached, proposals are developed, values are shared and common commitments are adopted), training and knowledge transfer, the strengthening of relations between I.T. area and the organization, support in business case building, SLAs, mergers and acquisitions, cost reduction, I.T. organizational design, translation of business requirements, telecommunications, telephony & call centers, or work linked to datacenters.