Case Study
Industry: Software
Solution: Organizational Assessment | Performance Improvement
The Challenge
A U.S.-based software company with operating locations across North America and Southeast Asia faced declining customer satisfaction and inconsistent revenue streams. Its portfolio targeted industries with historically long sales cycles, creating heavy dependency on post-sale implementation services revenue.
Multiple issues compounded the situation:
Falling Net Promoter Scores (NPS) signaled customer dissatisfaction with support and service quality.
Declining software maintenance renewals threatened recurring revenue stability.
Fragmented offshore/onshore delivery caused inconsistent quality and schedule slippage.
Regulatory compliance pressures added urgency to deliver a major platform upgrade by a fixed go-live date.
Multi-scope engagement complexity included performance improvement, governance redesign, and M&A-related business unit integration.
The executive team recognized that without a coordinated performance improvement plan, renewal rates, market reputation, and regulatory readiness were at risk.
Kay Objectives
Reverse NPS decline and improve renewal rates.
Establish unified governance for offshore and onshore teams.
Align vendor delivery schedules with regulatory platform go-live requirements.
Define and implement measurable KPIs for service delivery.
Integrate M&A-acquired business units into existing governance and operational models.
The Solution
Brookey & Company applied its Organizational Assessment framework to address the intertwined challenges. The engagement combined structured analysis, operational realignment, and targeted interventions across multiple workstreams:
Organizational Assessment & Baseline – Conducted a full evaluation of management structure, staffing, skill levels, and service strategy across global operations.
KPI Design & Benchmarking – Developed eight ITIL-based KPIs with recommended benchmarks tailored to product lines and process owners, enabling consistent measurement of performance and customer impact.
Governance & Delivery Alignment – Designed and implemented a governance model integrating offshore and onshore delivery teams, vendor partners, and program leadership to ensure accountability and synchronized delivery.
Regulatory Readiness – Mapped and aligned program governance and vendor delivery schedules to the regulatory platform’s fixed go-live date, prioritizing high-risk activities and ensuring quality assurance gates were met.
Post-Merger Integration – Incorporated a recently acquired business unit into the governance model, harmonizing processes and eliminating duplicate efforts that could delay delivery or dilute quality.
The Results
Within two planning cycles, the client realized:
NPS improvement of 12 points, reversing a two-year decline.
Maintenance renewal rate increase of 9%, stabilizing recurring revenue.
On-time regulatory platform launch, meeting all compliance requirements without scope reductions.
KPI adoption across all delivery teams, enabling proactive issue detection and faster remediation.
Reduced delivery variability, with offshore and onshore teams operating under a single performance framework.
Why This Matters
This engagement demonstrates how a multi-faceted organizational assessment, when combined with structured governance and KPI-driven management, can turn around performance in complex, high-stakes environments. By integrating M&A considerations, improving customer sentiment, and meeting immovable deadlines, the client not only stabilized its core business but also created a scalable model for future growth.
If your organization is facing performance gaps, accountability concerns, or misalignment between strategy and execution, a focused Organizational Assessment can serve as a catalyst for measurable improvement.
Explore how our OrgCore™ diagnostic model delivers clarity where it matters most.
This case study has been anonymized to protect client confidentiality while illustrating the impact of structured governance and operational strategies.