A raft of strategic acquisitions over the years has helped this client grow into the $7 billion engineering, construction and maintenance giant it is today. That “jigsaw” business strategy left the octogenarian company with a fragmented, costly and inefficient IT infrastructure, which the company decided to centralise and standardise starting in 2012.
“Due to the acquisitive nature of the company over the years, converging the disparate IT systems of the acquired businesses presents some extraordinary challenges and not just from a technological point of view, but also from a change management perspective,” explained the Chief Planner.
With around 19,000 people, across more than a thousand of the firm’s own offices and client sites in Australia and New Zealand, as well as a few operations in the Pacific Rim, Southern Africa and South America. Its 2,200 clients are in the communications, mining, rail, technology, transport and utilities sectors and some of the big names it works with include Rio Tinto and Bechtel.