Delta Evolutions

in different sectors. Previous experiences in industries and technology fields as well as long-standing consulting knowledge provide the necessary mix of skills to our clients. Associates have joined us usually after a number of years at other IT system integrators, software houses (like SAP e.g.) We perceive ourselves as the a pragmatic, skill-full bridge between Western (US, Europe) and Eastern (Asia Pacific) business and IT environments, knowing very well how significant cross-cultural issues can impact the successful execution of a project. The motivation of focusing on high-impact, high-value is born out of the experience at dozens of small, middle, and large scale IT engagements, where the biggest influence over success or failure of a project usually lies not in the accumulated technical knowledge of teams and people, but rather in the management of processes that are supposed to turn their knowledge into value – or to be more precise: in the individuals that are chartered to manage this transformation process. That’s why numerous empirical studies show that the #1 reason for project failure is not the wrong asset selection (packaged application vs. but a failure in IT strategy execution and: missing discipline in project management. Often underestimated factors are:

A clear articulation of desired outcomes is paramount
(how does a pragmatic business case look like? You actually can’t really manage what you do not measure. Where's the journey going to?)

Fact-based reasoning and pro-active communication
(stakeholder expectations that are not actively managed and catered to tend to hurt you rather sooner than later)

Realistic assessment of change resistances
(how long does it take to actually ‘unlearn’ established practices? Do we really know where we are today?)

Sensible approach in selectively applying ‘best practice’ methods
(if they are really the ‘best’ known practices, how do you still get a competitive advantage out of them? How do we do a transformation?)

At Delta Evolutions, we do not perceive following IT-management methods or standards as a dry or dogmatic practice, but rather as an important differentiator and contributor to success (option value, that is). Hence, we take a much interconnected approach by looking at IT challenges, because there usually are a number of moving parts involved. In our portfolio you can discover a number of highly practical and valuable services that we have conducted successfully at our clients