Identifying Value and Increasing Transparency with Technology Business Management (TBM)

Identifying Value and Increasing Transparency with Technology Business Management (TBM)

The Client

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Leading Food & Beverage Company


263,000 Employees

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Operations in 200+ Countries


$63 Billion in Revenue

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$79.8 Billion in Assets

The Challenge

A food and beverage conglomerate boasts a portfolio that includes 22 brands, available in more than 200 countries, resulting in a diverse, yet complex multinational business. Supporting those businesses, the company often struggled to articulate the value they provided and were viewed as an expensive “black box.” Business unit conversations centered around explaining confusing and vague allocations, not capabilities. Our client’s IT department needed to transform into a transparent, value partner for the businesses it supported.

The Response

Maryville Consulting Group provided direction to gain business partner trust in IT through the establishment of a TBM practice. We identified organizational structure, a single system to support TBM, and guided success with implementation and change management expertise. The TBM solution is powered by Apptio and includes a TBM Office aligned to three core tenets: Data, Platform, and Insights. 

The Process

TBM Readiness

Assess readiness of organization (value and adoption), data and processes alignment, system selection, and establish TBM Office

Organization Adoption of TBM

Workshop-based approach helping to understand unique use cases and underlying data processes, while fostering organizational ownership of TBM

Transparency into Spend

Define Total Cost of Ownership (TCO) for applications, services/products, and business units

Value and Insights

Output of cost transparency helped organization identify $3M in savings (e.g. infrastructure alignment, vendor management)

Product-Centric Organization

TBM introduced idea of product provider mentality for IT department, creating tangible value the business can identify

The Value

In the first year, the TBM Office has driven cost savings, improvement in organizational data connectivity, and a shift to a value provider mindset in IT.​

  • $3M in cost savings in first year (Infrastructure utilization, contract corrections, resource re-allocation)​
  • Introduced a service catalog and ownership model to shift from finance-driven discussions with business partners to capabilities, outcomes, and value​
  • Improved vendor management process efficiency by more than 14% (52 days per year), allowing the group to re-allocate resources to higher value activities