>> Client Engagements: SK Telecom - Organisational Review and Reengineering

Organisational Review and Reengineering for a large South Korean Telecommunications company. Focus was on a $US1.25Bn outsourcing agreement transferring existing internal computing and communications function to IBM Global.

SK Telecom - Organisational Review and Reengineering
Client
Disciplines	Contract Management and Outsourcing; Change Management; Business Process Review and Reengineering; Human Resource Management
Situation	SK Telecom was looking to outsource their internal computer and communications support company to free up cash flow and improve service delivery.
Challenge	SK Telecom focused on internal service delivery as an established part of a privately owned company (Choebel) and was required to become part of an external IT organisation delivering services to existing client base.
Response	As a project team we developed the change management and transition plans for the process. Developed job descriptions for the new organisation and for the transition period. There were 40 positions divided into the main areas of - Strategy and Direction, Outsourcing Management, Client Relationship and Network Switch Interface Developed the transition plan to manage the initial introduction of the External Service Provider. The plan covered issues such as HR, Communications, Organisation and Processes, Contract Administration, Service Level and Performance Management and ESP Relationship. Developed the Outsourcing Management process for the new organisation. This included Outsourcing Candidacy Review, ESP Selection, Contract and Service Level Development, Service Level and Performance Management, Contract Administration, Issue and Dispute Resolution and Contingency and Disengagement. Reviewed and provided comment on the SK Telecom draft contract Reviewed and provided comment on the Service providers draft contract
Outcome	Review structure was developed and being implemented when the current CEO of the Choebol died. Subsequent family decisions made by the maternal family resulted in the new CEO reviewing the focus on outsourcing.