Engagement Context​

​PMG was engaged by a large, global enterprise operating across multiple sectors within the fintech industry. With approximately 15,000 associates worldwide, the organization was at a critical inflection point, seeking to transition to a unified, ITIL-aligned IT Service Management (ITSM) operating model to support its growing scale and complexity.

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Core Business Challenge​

At the outset, IT Service Management functions were highly decentralized, with individual business units and regions operating independently and without enterprise-level visibility or alignment. Leadership accountability was siloed, limiting the organization’s ability to anticipate systemic risks or optimize service performance holistically. As a result, service outages were frequent, prolonged, and often recurring—driven by reactive practices, limited problem management capability, and technical changes that routinely disrupted live services.

 

Strategic Approach​

PMG served in the role of senior program leadership, applying a blended engagement model that integrated consulting, coaching, and targeted education. The transformation was guided by Agile principles, leveraging Scrum and Kanban frameworks to enable transparency, adaptability, and sustained engagement across a complex global environment. Cross-functional teams were established to bridge organizational and geographic boundaries, supported by a series of executive boot-camps, focused workshops, operational simulations, and pilot programs conducted across multiple regions. The work centered on establishing an enterprise-wide ITSM foundation aligned to ITIL v4, encompassing governance structures, monitoring systems, operating procedures, and leadership alignment.

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Outcomes and Impact​

The engagement resulted in the successful establishment of standardized, enterprise-wide IT Service Management methodologies and governance protocols. Service outages were reduced by significant margins, and recurring incidents declined as proactive problem management capabilities matured. Leadership and operational behaviors shifted from localized optimization to enterprise-first decision-making, improving coordination and resilience. Overall IT support performance improved measurably across availability, reliability, and responsiveness.

 

Capabilities Demonstrated

This engagement highlights PMG’s depth in IT Service Management and ITIL-based transformation, enterprise organizational design, Agile Scrum and Kanban application at scale, leadership coaching and enablement, and integrated training and facilitation informed by group and organizational psychology.

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Executive Takeaway​

Sustainable ITSM transformation in large, complex enterprises requires more than process redesign—it demands leadership alignment, behavioral change, and an adaptive operating model that treats service performance as an enterprise capability, not a local function.