Regaining Cost Control Across
a Global IT Organization 

Situation

The client was operating under increasing profitability pressure while managing a large and complex international IT landscape.

The CIO was tasked with reducing the global IT run-rate by 23% within three years to improve operating profit and create room for future investment and growth.

Initial studies showed that conventional cost-reduction measures alone would not be enough to reach the target. Success depended on coordinating multiple IT functions, operational teams, and financial stakeholders while maintaining delivery across a business-critical IT environment.

What mattered in execution 

A small Aurentor team, including one external specialist, was integrated directly into the client’s IT management organization and worked alongside leadership and service teams throughout the program.

The work focused on identifying and implementing cost-reduction opportunities while aligning operational activities with financial targets and clear implementation ownership.

Progress was reviewed continuously with senior leadership, including weekly reviews with the CIO, helping maintain accountability, momentum, and prioritization throughout the program.

Operational teams retained ownership within their respective functions, while corrective actions and additional initiatives were introduced whenever required to maintain delivery and keep the program on track.

Rather than operating as a separate cost initiative, the work became part of the organization’s operational decision-making and execution.

Outcome

The program reduced the global IT run rate by more than 30%, exceeding the original target of 23%.

Beyond the financial impact, the work strengthened operational ownership, improved financial follow-through, and established execution structures later adopted in similar efficiency initiatives across the organization.