Here are a few examples of our previous engagements with clients and our findings. To learn more about our smaller scale tinkering, check out our Thought Leadership page.



The CIO of a Fortune-500 firm wanted to redefine his company’s relationship with their long-time IT services vendor. His management team had grown increasingly skeptical of the vendor’s ability to perform as an effective IT partner as the IT estate became increasingly outdated and service quality remained unsatisfying.

Major pain points included failure to meaningfully reduce incident volumes and manage service disruptions caused by planned changes, particularly with end-user device migrations.

CKM helped deploy a data-driven approach to IT service management that allowed the company to reduce cost and improve service quality.


CKM began by gathering data across internal and external vendor systems to get a comprehensive, highly granular view of customer incidents from initial contact to final resolution.

CKM processed large quantities of click-level data to develop enriched measures of cost and customer impact. We built tools that enabled the vendor to use this analysis to change the way they managed their IT services by:

  • Selecting and prioritizing the issues to address first, in-line with the provider’s strategy on balancing cost and customer impact;
  • Fixing repeat failures identified through patterns in the data, empowering operational teams to address underlying causes; and
  • Uncovering workflow routing inefficiencies between vendors in a multi-vendor environment with unclear ownership of issues.

Furthermore, by pairing our analytics with the company’s internal engineering teams, CKM improved the IT service provider’s ability to eliminate or mitigate technology issues using data instead of relying purely on anecdotes and intuition. Additionally, the tool made it easy to track improvement over time and to see what fixes were and were not working.


CKM allowed the company to complement their SLA-driven service management with issue-driven service management. As a result, the company was able to eliminate issues and improve service, allowing them to reinvest the savings towards additional transformation initiatives.



A multinational minerals and mining organization was in the midst of a multi-year plan to improve contractor management operations. The organization’s contractor management group was tasked with identifying cost savings through:

  • Reducing duplication of contractor effort
  • Ensuring work was performed efficiently
  • Improving the integration of business processes across divisions

The group had been struggling to improve the productivity of both internal and contractor resources in managing business requirement and invited CKM to conduct a Digital Analytics review of current contractor management.

CKM reviewed over 14,000 contractors across 19 sites to identify opportunities for effectiveness and efficiency gains.


From the onset of the engagement, CKM collaborated with the client to identify the areas for greatest savings impact. We began by identifying relevant operational, financial, and health and safety data sources to include in our analysis.

Successfully performing text analytics on gate-access and human resource systems allowed us to develop a more realistic resource baseline and monthly contractor growth curve. A high turnover rate was identified, highlighting the volatility of contractor usage within the organization.

Additionally, combining A/P and maintenance systems uncovered that there were discrepancies between onsite hours and invoiced hours. In fact, productive time accounted for only 73% (excluding travel time) of contractors invoiced hours. On-site managers due to production concerns had ignored discrepancies.


In order to determine on-site sign of life, multiple data sources were linked, ingested, and analyzed to develop digital footprints containing employee presence and location. Aggregating employee digital footprints enabled measurement of on-site attendance, which was compared to predicted values. This revealed discrepancies between allocated and utilized seats. The proposed desk reorganization was able to generate savings opportunities of over 9% while also providing the real estate group with improved visibility into real-time real estate utilization.



A global, diversified financial institution was struggling to onboard its new and existing employees and contractors smoothly and consistently. The process was frequently delayed, depriving personnel of the necessary tools to perform their job functions. The resulting decrease in productivity, along with immeasurable opportunity costs due to foregone benefits and delayed projects made this a top priority for the organization. Previous initiatives attempted to bring this process under control, but repeatedly fell short of the desired level of improvement.


Given the extensive effort that had already been invested into fixing this process, CKM began by reviewing the previous work and identifying the complexities that needed to be overcome in order to achieve project success.

We discovered that onboarding data was scattered across disconnected systems owned by different support functions, including HR and IT, which hindered prior attempts to establish a comprehensive view of the onboarding activities. This was complicated by the fact that the onboarding process was formalized after the systems had been established, which resulted in multiple system dependencies and nuances that needed to be considered.

Additionally, due to the movement of employees within the bank across lines of business and geography, the regulatory, technical and organizational restrictions converged to form a process that was challenging to navigate and even more difficult to manage.

We conducted a thorough analysis of onboarding data using process mining techniques. CKM found that although the issues leading to delays were unique and localized in systems, the onset of delays was predictable and could be addressed ahead of time.

From this, it was determined that a satisfactory resolution could be achieved only if the solution could engage and satisfy the needs of all stakeholders across HR and IT, could analyze the technical and regulatory dependencies in real time, and could be used to resolve numerous unique issues.


CKM built an analytics environment that would give managers the ability to interactively explore automatically refreshed analytics output, including interactive dashboards that would allow for continuous near real-time monitoring and decision support at a granular level.

The environment incorporated static and dynamic data feeds from across the organization. As part of this environment, an onboarding analytics platform was developed to predict the onset of onboarding delays based on historical process data. A monitoring queue was established that would be able to respond to each unique issue in real-time using the platform. Furthermore, the platform provided a holistic view into the onboarding process, allowing permanent process improvements to be developed and executed by system owners.

As with all of CKM’s work, all code and algorithms developed were shared with the client, allowing in-house teams to continue running analytics after the conclusion of the project.