Givaudan is the world's leader of aromas and perfumes (25% of the world's market).
Historically, the infrastructures' organisation is based on technological silos, and operated in "pioneer" mode with technological heroes.
Moreover, the board is complaining about a poorly "extensible" model, about gaps on the notions of Added value and Budget forecast, and is disappointed by the many ITIL® initiatives or project management which have never succeeded.
The intervention took place in several stages :
MEstablish a management of the infrastructures which allows to transform uncontrolled practices (impact of changes, lack of KPI, cost management) into a structured approach :
...and integrated to the methodology of the firm's project management.
The resultats are :