Large Charity Organisation

Introduction

The client was a large, well-known NGO operating across multiple regions. They approached us for support with their hardware asset management, having identified several inefficiencies and risks in how assets were being tracked, maintained, and reported. As part of the engagement, our role was to assess their current state, identify gaps and opportunities, and to design and deliver a Target Operating Model to support a more structured, scalable, and compliant approach to hardware asset management.

Their Challenges

The client faced numerous challenges with their existing approach to hardware asset management:

• There was no structured or consistent process for managing hardware assets across the organisation, leading to duplicated effort and a lack of visibility.
• Teams operated in silos with minimal communication, which created inefficiencies and increased the risk of errors.
• Productivity was impacted, with resources often focused on tool-related workarounds to compensate for skill gaps, rather than delivering strategic value.
• Interactions with stakeholders revealed that senior IT leaders had limited understanding of the IT Asset Manager’s role, often conflating it with procurement, finance, and vendor management.
• The ITAM function was frequently tasked with responsibilities outside its core remit, leaving it under-resourced and without clear direction from leadership.
• Expectations of the ITAM Team were high to “manage everything,” but support, investment, and role clarity were lacking, making the task unrealistic and unsustainable.

Their Objectives

The clients’ objectives were:

• To gain a clear understanding of their current hardware asset management practices across regions and teams.
• To identify gaps, inefficiencies, and risks within the existing processes, roles, and responsibilities.
• To assess the maturity and alignment of the ITAM function with wider IT, procurement, finance, and vendor management activities.
• To define a realistic and scalable Target Operating Model (TOM) to improve governance, communication, and role clarity across the asset management lifecycle.

bedigital’s Solution

We implemented a staged approach to support the client.

• Conducted an “As-Is” assessment to map current asset management processes, roles, and tools
• Delivered a series of stakeholder workshops to identify pain points, gaps, and duplication of effort
• Facilitated cross-functional discussions to improve communication and break down silos
• Worked with the client to shape a shared strategic vision for ITAM aligned to organisational goals
• Designed a high-level Target Operating Model (TOM) to guide future improvements

How bedigital Delivered

Current State Assessment
We began by mapping the existing hardware asset management processes, systems, and stakeholder roles. This included reviewing documentation, conducting interviews, and analysing available data to establish a baseline understanding.

Discovery Workshops and Questionnaires
We facilitated a series of cross-functional workshops and issued targeted questionnaires to uncover pain points, identify duplication of effort, and gather input from key stakeholders across IT, procurement, and operations.

RACI and Risk Assessment
A detailed RACI matrix was developed to clarify roles and responsibilities, while a risk assessment was performed to highlight key areas of non-compliance, inefficiency, and operational exposure.

Target Operating Model (TOM)
We designed a TOM built around three core pillars:
Build – Establish a consistent and improved ITAM service
Grow – Expand the scope to include additional asset types and professional services
Optimise – Enhance value through standardisation and service expansion to new customers

Future ITAM Organisation Design
We proposed a future organisational structure for ITAM that was flexible, scalable, and built on centralised governance and standardised practices.

Customer and Asset Journeys
We developed detailed customer and asset lifecycle journeys to illustrate how services should be delivered, ensuring a user-centric and end-to-end view of the proposed future state.

Challenges Overcome

There were numerous challenges to overcome to deliver a successful project:

• The client had no consistent process for hardware asset management. To address this, we performed a detailed discovery phase including workshops, questionnaires, and process reviews to build a clear view of the current state.
• Stakeholder engagement was fragmented, with minimal communication across teams. By bringing key stakeholders together in structured workshops, we facilitated open discussions and alignment on challenges and priorities.
• The ITAM function lacked clarity and was expected to “manage everything” without clear support or direction. We addressed this by defining a realistic Target Operating Model and proposing an organisational structure with clearly defined roles.
• Leadership did not fully understand the scope or value of ITAM, often confusing it with procurement and vendor management. Through journey mapping and TOM design, we helped reposition ITAM as a strategic function with defined objectives and measurable outcomes.

Outcomes

The client gained a clear understanding of their current hardware asset management landscape, including key gaps, risks, and areas for improvement.

• The project created alignment across IT, procurement, and finance by establishing shared ownership of ITAM processes and clearer communication channels.
• A realistic and scalable Target Operating Model was delivered, providing the client with a structured roadmap to improve governance, service delivery, and asset visibility.
• A proposed ITAM organisation design introduced principles of centralisation, flexibility, and standardisation, helping to future-proof the function.
• Customer and asset journey mapping helped stakeholders better understand how ITAM services should operate, improving engagement and strategic focus across the organisation.
• Multiple coaching sessions were held to communicate the proposed TOM.

Benefits

• Leadership gained a clear vision of the capabilities of asset management within the organisation and identified efficiency gains throughout the hardware lifecycle and cost reduction strategies, leading to savings of 17%
• Reduction in maintenance effort through clearer ownership, roles, and streamlined processes, freeing up internal resources.
• Increased productivity across teams by eliminating duplication of effort and reducing reliance on tools used to compensate for skills gaps.
• Improved security posture through defined processes, a RACI matrix, and asset journey visibility, significantly lowering compliance risk.
• Cost savings and cost avoidance opportunities identified through a strategic TOM and targeted process improvements, enabling the client to prioritise future investments in ITAM

Testimonials

“bedigital gave our organisation a complete asset management strategy that was understandable from our leadership teams through to end users”

Head of IT 

“bedigital gave us the clarity and the vision to firstly understand where we needed to address gaps and secondly how to address them, before realising opportunities for savings”

Head of Security and Compliance 

Conclusion

The project was delivered within a short timeframe and successfully brought structure, clarity, and strategic direction to the client’s hardware asset management function. The benefits achieved including reduced maintenance effort, improved productivity, and lowered audit risk delivered both tactical value for the ITAM team and strategic cost avoidance for the wider organisation.