Organizational Optimization
Rapid technological advances, sharp competition, and global economies are forcing organizations to rethink their business strategy and how they function. To succeed on delivery, they need to become more agile, collaborative and cost effective to meet these ever-changing objectives.
What We Do
We help our clients build an organization designed to effectively achieve their business strategy and adapt to rapidly changing environments. The Crosslake team collaboratively works with your leadership team to design the right organization structure for you and identify the most impactful opportunities for improvement.
Success Stories
News You Can Use
  • Leadership Coaching and Mentoring
  • Development center rationalization and consolidation
  • Onshore and offshore development models
  • Outsourcing development models and practices
  • Development center site selection and setup
  • Interim leadership and executive coaching
  • Organizational models and streamlining
  • Establishing Agile Development teams

Proven Practices, Considerations and Common Pitfalls of Modernizing Legacy Systems
Date: 6/18/2018 @ 9am PT
There really is no 'silver bullet' when it comes to approaching the modernization of legacy Software Architecture. Technology leaders involved in modernizing technologies and applications need first to evaluate legacy systems, looking at both the business and IT drivers behind the modernization goals. Choosing the right approach with the highest effect and value while also considering the cost and risk is paramount.

In this webinar we will discuss both the demand side of the reasons to modernize, the main business drivers, where new requirements cannot be met or stakeholder concerns or desires addressed sufficiently by the current application/s estate and business value, where the current system lags in terms of data, and the support it offers. We then demonstrate the consideration on the supply and their associated drivers, which will include cost and complexity. Such as the cost of operating and changing the current application may be simply be too high in relation to its value? Is the sheer complexity an issue for users? Risk is also a key consideration and we will examine some of the more compelling reasons for modernizing legacy architectures.
Executing on a New Product Strategy
A software services company made the decision to shift its product strategy to target a new market, which required new features and change in design. But after 3 months, the product and development teams could not agree on next steps to implement. Crosslake worked with team leaders to identify and clarify roles and responsibilities to eliminate the roadblocks to decision making. We also facilitated team workshops to align the teams and operationalize the new deliverables and related roles and responsibilities for execution.
Product Portfolio Management
An international ERP software conglomerate was being out-innovated by competitors, increasing their loss rate on new sales opportunities. Development resources were organized by product unit and less than 10% of total resources were committed to strategic high impact initiatives. Crosslake helped them reorganize by product line and development discipline which allows greater movement of teams to the highest priorities. Product Portfolio Management was also designed and implemented to identify the highest value development across products and allocate the appropriate development resources to these high impact projects.
Development Consolidation
An ERP software vendor had a decentralized development organization with a portion of development reporting to the CTO and regional development centers reporting into country business units. This created significant delays to market and duplicate feature development. Crosslake helped design a new model with all development reporting into the CTO and regional Product Management for country specific requirements. Crosslake also designed a plan to move resources from high cost (low supply) development locations and consolidated development from regional development centers to two centralized development Centers of Excellence.
Interim CIO Leader
A SaaS company had multiple duplicate data centers which drove up infrastructure costs and operating complexity. Previous efforts to rationalize and consolidate data centers failed due to lack of an experienced IT leader. Crosslake provided an interim leader that drove the rationalization analysis and consolidation of three redundant data centers to one center in six months.
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What we can do for you:
What makes Crosslake different? Russ Albright, Founder and Senior Advisor
Get in touch with us about to learn more specifically how we can support your business and customers. We're available by phone at 425-409-9412 if you prefer!