Principal

Transformation

Baker Tilly Digital

Change Management 

Customer Experience

Digital Enterprise

Market Research & Alignment

Marketing Effectiveness

Marketing Technology

Program & Project Management

Sales, Marketing & Service

Sales Technology

Service Effectiveness

Service Technology

Sales Effectiveness

Salesforce.com

Strategic Assessments & Roadmaps 

Strategy & Management Consulting

Manufacturing & Distribution

Automotive & Mobility

Distribution

Consulting

Cloud Strategies

Connected Devices

Enterprise Systems 

Enterprise Systems Evaluation and Selection

Enterprise Systems Optimization

Enterprise Systems Implementation

Industry 4.0

Internet of Things (IoT)

Plex Manufacturing Cloud

Analytics

BI & Management Reporting

Big Data

Blockchain

Data Visualization

Design Thinking

Digital | Labs

Emerging Technologies

Finance Digital Transformation

Intelligent Automation

Technology Enablement 

Energy

Director

Dairy

Food & Beverage

Transactions

Manufacturing Intelligence & Data Analytics

Client Background MGE Energy’s principal subsidiary, Madison Gas and Electric (MGE), generates and distributes electricity to 149,000 customers in Dane County, Wisconsin, and purchases and distributes natural gas to 154,000 customers in seven south central and western Wisconsin counties. The Business Challenge MG&E’s legacy and aging Geospatial Information System (GIS) no longer met the fundamental needs of the business. It was comprised of both off-the-shelf and home grown systems, all of which were either no longer supported by the original vendor or were no longer customizable by the MG&E team. It relied on outdated technology and processes that required manual intervention to clean-up, validate, analyze and manage geosocial data. The Baker Tilly Approach During the early stages of the multi-million dollar project, the Baker Tilly team worked with MG&E’s IT leadership team to vet and identify the appropriate project management methodology that would allow the GIS project team to effectively and efficiently design, develop and customize the GIS software. The new GIS needed to be integrated with 20+ internal systems across the MG&E technical ecosystem, with some interdependent systems requiring the development of custom in-house web applications. After the vetting process, the agile project management methodology emerged as the approach best suited to create the controls and fluidity mandated by the MG&E IT leadership team, and provide a foundation and framework for the broader GIS project. Agile was utilized across all phases of the project, from requirements gathering, design and development, to implementation, post go-live stabilization and application lifecycle management.  Scrum was implemented as a secondary methodology to create additional discipline and structure during the design, development, testing and integration of the in-house web applications. Scrum was used across the various stages of the software design and development phases, as well as for defect and bug remediation during testing and implementation. Microsoft Team Foundation Server (TFS) was selected as the primary project management software tool to manage all phases of the GIS project, including design, development, deployment, stabilization and post go-live application lifecycle management. Business Impact  With a two tiered project management methodology approach, the GIS project went live on time, came in under budget and experienced an expedited stabilization period.  The GIS organization and the other supporting and interdependent functions streamlined core processes and eliminated many of the cumbersome manual interventions. The new GIS reduced friction across multiple functions and eliminated redundancies, resulting in efficiency gains and operational savings. Download the case study >

Madison Gas and Electric (MG&E) worked with Baker Tilly to identify the appropriate project management methodology to effectively and efficiently design, develop and customize the geospatial information system (GIS) software. 

Madison Gas and Electric utilizes program and project management to launch new geospatial information system

Key components to a successful cloud implementation – what does it take? In any major people, process, and technology transformation, strong project management and end to end change management are critical for success. With a reputation for resistance to change, a culture of decision making by committee, and a legacy of on-premises software, Boise State serves as the ultimate case study in how best to launch a digital transformation within human resources.  Any organization can realize tremendous gains from the efficiencies inherent in more modern technology, but the real return is when the technology implementation is viewed as a true catalyst for change, providing an opportunity to rethink, reengineer and continuously improve the way HR supports the organization. Learn how they leveraged leading practices to successfully initiate their major HR/HCM modernization effort. Read the full blog post here. 

Learn how Boise State leveraged leading practices to successfully initiate their major HR/HCM modernization effort.

Higher Education

Human Capital

Oracle

Oracle HCM Cloud

Talent recruitment, retention and management

Transformative innovation: first it was blue turf, now it’s human capital management

Client Background The state of Indiana’s Election Division is responsible for managing and maintaining an integrated Statewide Voter Registration System (SVRS). The Business Challenge New federal regulations required Indiana to implement voter registration reform across the State. The reform would require the design, development and implementation of a new consolidated SVRS. The Baker Tilly Approach The State of Indiana selected Baker Tilly to assess the new federal requirements, address how to best approach the new regulations, build a comprehensive strategic plan, and then execute the project to support the new requirements. Key activities included: Completion of current and future state assessments Development of an IT roadmap that included technology, process and change management initiatives Execution and management of the multi-phase IT strategic plan and implementation of the IT roadmap Phase One: Requirements definition, RFP and vendor evaluation Conducted requirements definition sessions and web service design sessions with the Indiana Bureau of Motor Vehicles, Department of Health and the Department of Corrections associated with critical integration requirements and web service design for information exchange Developed future-state process flow documentation Identified SVRS software vendors and managed the procurement process Assisted with project planning and the creation of a project charter Phase Two: Design, development, testing, implementation and rollout Worked with the Office of Secretary of State, the Indiana Election Division, the Bureau of Motor Vehicle, the Department of Health, the Department of Corrections, Quest Information Systems and 92 counties to establish a program and project governance framework for design, development, testing and implementation of the strategic roadmap.  Designed and implemented the approach to county coordination and change management Designed and implemented the application testing process and procedures for State User Acceptance Testing Rollout and post rollout support – the Baker Tilly team remains involved with the State of Indiana and its SVRS  Business impact “The success of Indiana’s Statewide Voter Registration System is in large part based on the State's project management team from Baker Tilly.  Dedicated team members have played value added roles throughout the three year process including critical roles in ensuring a successful design, development, testing and county implementation effort. Our success has led to Indiana being documented in National Accounts as a model for election reform.” – As Quoted by the Indiana Secretary of State Download the case study in PDF format >

State of Indiana achieves 'model status' recognition for election reform

Client Background A multibillion dollar mutual insurance company that provides a broad array of commercial and consumer insurance products through teaming partners in the financial services industry. The Business Challenge As the company worked on new product introduction and the creation of new go-to-market channels, they were facing a large and growing portfolio of complicated transformation projects. The company was initiating a very large and complex transformation project that would have a major impact across the enterprise. The transformation project represented a significant portion of the overall project portfolio and they wanted to ensure they had the correct strategy and structure in place to be successful. They contracted Baker Tilly to conduct a strategic assessment (health check) supported with an improvement roadmap for the project. The Baker Tilly Approach Baker Tilly conducted a Project Quality Assessment (PQA) during the initial stage of the project to potentially mitigate downstream risks. For the stage one PQA, Baker Tilly utilized two strategies to assess whether or not the project was positioned for success. First, a variety of interviews were conducted across all project team functions to understand the project team structure, strategy, planning, and communication plans.  The interviews focused on understanding team members’ perspectives on risks, risk mitigation and overall improvements for this complex transformation. Second, all project initiation documents (e.g. project charters, team lead structure, project management documents, project methodologies and people change management approaches) were analyzed and compared against data points, project themes and best practice strategies / templates that Baker Tilly has  developed from conducting over 100 large transformational PQA’s across many companies and industries. The Baker Tilly team synthesized and identified project level risks and the associated risk mitigation recommendations (e.g. data integration scope and budget was insufficient; more work was required to build out the change management approach). Baker Tilly then presented the risks to the project leadership along with a set of recommendations / plans to implement the recommendations. Business Impact The PQA identified issues before a large amount of time was spent on design and development. The project team was able to reshape the program and position it for success. Additionally, the project saved time, money, and mitigated a variety of risks that could have occurred later in the project. Download the case study >

Insurance

Multibillion dollar mutual insurance company saves time, money, and mitigates risk with a strategic “health check”

Program & Project Management

Madison Gas and Electric utilizes program and project management to launch new geospatial information system

Transformative innovation: first it was blue turf, now it’s human capital management

State of Indiana achieves 'model status' recognition for election reform

Multibillion dollar mutual insurance company saves time, money, and mitigates risk with a strategic “health check”

Energy

Insurance

Power & Utilities

Transformation

Strategic Assessments & Roadmaps

Technology Enablement

Change Management

Our services

Program and Project Management

Project Portfolio Management (PPM)

Operating Model Redesign

Our services & industries

Strategic Assessments & Roadmaps

Technology Enablement

Change Management

Insurance

Energy

State of Indiana achieves ‘model status’ recognition for election reform

Multibillion dollar mutual insurance company saves time, money, and mitigates risk with a strategic “health check”