Few companies capture the imagination like Revlon. Incredibly high profile, globally recognized and cutting edge, Revlon is a recognized leader in the fashion and image industry. A company that consistently delivers such highly accepted products expects it’s partners to bring the same kind of performance to the table. Claudia, Beyonce, Cindy, Jessica, Latifah, Kate, Eva, all high profile, professional personalities. Because of our experience in high profile and complex environments BIA was engaged to help modernize Revlon’s product delivery capability. Case Study: An internal analysis at Revlon revealed that in some cases they were ten or more years behind industry standards. Areas such as supply chain, production capability and distribution management, reliability and quality control were at risk and avoidable costs were imbedded in their processes. Because Revlon recognizes the importance of being a leader, they took strong measures to resolve these wide spread deficiencies and engaged BIA to lead the initiative. Our approach consisted of an application rationalization and modernization assessment, coupled with a process reengineering strategy. Not only did BIA undertake to drive cost out of the applications, but to work with the business to redefine their production methodologies, logistics planning and facilities management. By first assessing their environment and prioritizing their pain points a road map was developed that addressed the steps to be taken towards improvement. Each of those steps were tied into specific values of the business and their impact to the overall process. In short, our road map was tied to a burn down list that allowed the business to drive their improvements down to any point they considered beneficial to their business. Most systems and processes were impacted, for example their ERP application was modernized, their audit controls were updated and production automated. But, this case study is not about the deliverables, it’s about how we got there.

There are four main components to IT/Business modernization. The top level is governance which includes audit and approval processes. Underneath governance are the business processes which include day to day operations. Beneath business processes are the applications and under applications is infrastructure. The key to modernization is fully integrating all components in the road map. The road map has both a present and future state. The present state identifies the details of your four main components and prioritizes them according to relative importance. By assembling the structure properly the relationship between the layers and the priority of each detail will clearly identify the best opportunities for the business. In other words when you identify the biggest problem you automatically identify it’s interaction and impact on all interconnected business components. The future state is an extrapolation of each component (governance, business process, applications & infrastructure) to a modern, state of the art position. By transforming the present state to a future state the interaction of components and details will remain valid for the business. BIA built the future state view using the existing state model. This retained the business nuances and kept the solution specific to Revlon. Some of the improvements were simple to identify and implement such as application reduction, server consolidation and rollout maximization. Other improvements were more difficult such as process automation, logistics optimization and operational optimization. Some were very complex and required a substantial commitment from business leaders such as ongoing governance framework, footprint rationalization, shared services and business integration. In a business transformational journey, business value, simplification, integration and value are the markers that guide your steps and ensure success. “Revlon is committed to leveraging and delivering the best. BIA was key in applying that philosophy to ourselves.” Luis De La Mora, Director IT, Revlon