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WISDM develops and improves business process

Breaking down boundaries
 A European bank launched an initiative to improve all processes that touched customers and WISDM was hired to define requirements for an improved funds-transfer process. We assembled a cross-functional team of operations, product, and technology representatives from around the world. Under the direction of WISDM consultants, the team took just 10 days to develop the requirements.

Teaming companies and vendors
 A bank planning to buy software to support an improved stock trading process brought in WISDM to lead collaborative work between its employees and the software vendor. We teamed employees from the bank's trading floor and operations divisions with the vendor's developers, and together they created requirements for customizing the software in three days.

Integrating across functions
The WISDM method showed a main-frame computer company how to re-engineer its manufacturing process, including the information systems that support manufacturing.  The resulting model completely integrated financial, strategic planning, resource management, quality inspection, and component assembly functions.

Version control management
With help from WISDM, a large mainframe computer company defined requirements for configuration management of its operating systems. The company had no records of the system configurations created and sent to customers. Under our direction, a team of developers, quality managers and technical writers developed a process to place each customer's operating system under configuration management and version control, and to fully document each configuration before release.

Making collaboration work
WISDM facilitated a team of employees at a major U.S. automaker to combine seven different engineering release processes used throughout its divisions into one corporate standard. Using its Requirements Process, WISDM helped representatives from all divisions agree to combine best practices from each distinct process. The same company had also worked with large consulting firms to develop a conceptual model of materials handling, but all attempts failed. WISDM led executives from corporate management, materials handling and inventory to create the conceptual model in two days.