Vision Secction
Excellence in everything we do and a commitment to client service
Kenny & Company is an independent management consulting firm providing Strategy, Operations and Technology consulting services to our clients.
Partner-Led
Our Partners are personally committed to our clients and lead every engagement.
Experience, Perspective, Passion
We average over 20 years of professional services experience and bring tailored approaches to every client engagement.
Focused, Collaborative, High-Impact
We work side-by-side with our clients in highly focused teams to solve complex business problems.
Client First
Our highest priority is our client’s professional and personal success. We believe clients should expect more.
Guarantee Our Work
We guarantee our clients’ complete satisfaction every engagement every time.
Industries We Serve
Industries We Serve
We have a diverse portfolio of clients ranging from Fortune 1000 to startup companies across High Technology, Financial Services, Consumer Packaged Goods, Healthcare and Emerging industries.
High-Tech
In today’s dynamic landscape, technology companies are confronted with complex business problems associated with rapidly evolving technology, accelerated growth and a constantly changing competitive and consumer environment.
Consumer Packaged Goods
Consumer companies are faced with new paradigms in a competitive business landscape. changing consumer demands and purchase behaviors, increased global competition, online retail, and digital transformations across the value chain are shaping the industry anew.
Financial Services
The financial services industry continues to face a challenging macroeconomic, regulatory and technology environment. Across retail and commercial banking, insurance and capital markets the only constant is change.
Our Services
Our Services
Kenny & Company is an independent management consulting firm providing Strategy, Operations and Technology consulting services to our clients. We guarantee our work – every engagement, every time.
Business Strategy
Kenny & Company works with clients to define and execute strategic initiatives that drive sustainable growth and profitability for their organizations. Whether assessing new opportunities to expand market share, creating competitive advantage and differentiation in the market, developing business cases or bringing new products to market, our clients rely on our experience and ability to take their ideas from strategy to execution. Our tailored approach leverages our experience and leading practices relevant to our clients, their products and industry. We bring a flexible process and ability to work with you to deliver measurable results and make informed business decisions. We provide business strategy services to established companies in addition to helping entrepreneurs through our Start-up and Emerging Company Strategyservices.
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Emerging Companies Points of Inflection
In my previous blog, Emerging Companies: The Scaling Challenge, I discussed the three areas where Emerging Companies typically experience growing pains and face business challenges as they scale. I continue to have conversations with start-up executives and serial entrepreneurs to identify the inflection points that occur during growth and when they discover they lack the internal expertise or skills to address these growing pains or business challenges.
Strategic Importance of Building an Enterprise Training Program
For an enterprise software company, training employees, partners, and customers has become a competitive advantage in the success of its market presence and its long term growth and viability. Prosperity in the highly competitive enterprise software industry relies on a company’s ability to foster and grow a robust network of user communities, and service and channel partners. Globally, companies spend more than $100 billion a year to train employees – firms increasingly understand the importance of managing and cultivating the best talent and of ensuring that employees are continually building new skills to match the changing needs of the industry and the roles within the company.
IT Strategy
Kenny & Company works with clients to develop their long-term and immediate IT plans by gaining an understanding of their organization’s mission, vision, goals, existing strategies and current initiatives. Whether the focus is on optimizing current technology investments or assessing how emerging technologies can bring more operational efficiency with lower IT costs through our Cloud Computing Strategy services, we help IT leaders align with business strategies, identify their needs and evaluate their options. The result is a collaborative effort with business and IT leaders to design and implement an integrated IT strategy and roadmap.
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Emerging Companies Points of Inflection
In my previous blog, Emerging Companies: The Scaling Challenge, I discussed the three areas where Emerging Companies typically experience growing pains and face business challenges as they scale. I continue to have conversations with start-up executives and serial entrepreneurs to identify the inflection points that occur during growth and when they discover they lack the internal expertise or skills to address these growing pains or business challenges.
Strategic Importance of Building an Enterprise Training Program
For an enterprise software company, training employees, partners, and customers has become a competitive advantage in the success of its market presence and its long term growth and viability. Prosperity in the highly competitive enterprise software industry relies on a company’s ability to foster and grow a robust network of user communities, and service and channel partners. Globally, companies spend more than $100 billion a year to train employees – firms increasingly understand the importance of managing and cultivating the best talent and of ensuring that employees are continually building new skills to match the changing needs of the industry and the roles within the company.
Portfolio Analysis, Selection and Management
We help both business and IT organizations assess the cost, scope, schedule, effort, risk and resource implications of their program and project portfolios for selection and prioritization. We leverage a combination of proven methodologies, processes and tools, working with you to make optimal portfolio and project selection decisions. We then provide ongoing management of the portfolio to ensure continuous alignment with business goals.
Learn More
Emerging Companies Points of Inflection
In my previous blog, Emerging Companies: The Scaling Challenge, I discussed the three areas where Emerging Companies typically experience growing pains and face business challenges as they scale. I continue to have conversations with start-up executives and serial entrepreneurs to identify the inflection points that occur during growth and when they discover they lack the internal expertise or skills to address these growing pains or business challenges.
Strategic Importance of Building an Enterprise Training Program
For an enterprise software company, training employees, partners, and customers has become a competitive advantage in the success of its market presence and its long term growth and viability. Prosperity in the highly competitive enterprise software industry relies on a company’s ability to foster and grow a robust network of user communities, and service and channel partners. Globally, companies spend more than $100 billion a year to train employees – firms increasingly understand the importance of managing and cultivating the best talent and of ensuring that employees are continually building new skills to match the changing needs of the industry and the roles within the company.
Business Analysis
In order to solve complex business problems, organizations must first understand the core elements and underlying issues – deconstructing the problem into its fundamental components. At Kenny & Company, we immerse ourselves in our clients’ business and industry in order to truly understand their problems and needs. Our depth of experience spans across several areas of business analysis including Problem Definition and Analysis, Market and Industry Analysis, Product Viability Analysis, Business Process Analysis, Reengineering and Optimization, Requirements Gathering and Data Analysis.
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Emerging Companies Points of Inflection
In my previous blog, Emerging Companies: The Scaling Challenge, I discussed the three areas where Emerging Companies typically experience growing pains and face business challenges as they scale. I continue to have conversations with start-up executives and serial entrepreneurs to identify the inflection points that occur during growth and when they discover they lack the internal expertise or skills to address these growing pains or business challenges.
Strategic Importance of Building an Enterprise Training Program
For an enterprise software company, training employees, partners, and customers has become a competitive advantage in the success of its market presence and its long term growth and viability. Prosperity in the highly competitive enterprise software industry relies on a company’s ability to foster and grow a robust network of user communities, and service and channel partners. Globally, companies spend more than $100 billion a year to train employees – firms increasingly understand the importance of managing and cultivating the best talent and of ensuring that employees are continually building new skills to match the changing needs of the industry and the roles within the company.
Portfolio Management
Kenny & Company works with clients to help create, manage and optimize their application, infrastructure and project portfolios. We enable our clients with the portfolio and project management, framework, processes, tools and metrics to make balanced optimal investment decisions across their portfolios and directly align their investments to business and IT strategic goals.
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Establishing Optimized Portfolio Management
Portfolio Management is a sought after capability for most organizations as they take on an increasing number of ideas to be converted into projects or programs. It becomes the way for cost center owners to maximize capability generation, and streamline investment for the budget apportioned to them by the executive leadership team within an organization. Portfolio management involves both selection of incoming ideas and the continuous assessment of existing projects and programs. Standing up a portfolio management function is complex and the correct level of investment control needs to be matched with the organizations size and complexity of initiative pipeline. However in most cases, light weight tools are best and promote an agile and responsive environment. Too often portfolio management becomes synonymous with large IT system rollouts to track and monitor pipelines, general ledger activity, and project plans in difficult to maintain formats. The overhead of operating these roll-outs and systems gets in the way and disrupts the inherent nature of idea generation, further pointing to the need for lightweight portfolio management tools.
Using Agile Methods for Enterprise Software Implementations
Thirty-five percent of IT departments follow agile delivery methods, according to Forrester ¹. No, they’re not just following iterative methods and calling it agile, but a little over twenty percent are and only thirteen percent are still following a waterfall method, including the famed CMM. These thirty-five percent are adopting a working style that empowers our highly skilled and highly paid technology professionals to solve business problems creatively and autonomously in self-managing, self-organizing, accountable teams. Beyond IT, product development at software companies all over the world have also begun to abandon the barriers of innovation and speed moving to Scrum teams that consist of people from product manager to test engineer.
Program Management
We work with our clients to manage programs across their portfolio, whether large complex or smaller more focused programs across business, supply chain and IT. We identify constituent projects, scope, schedule, effort, resources, cross-program dependencies, risks and financial implications. We often work with our clients to establish and lead a Program Management Office (PMO) and provide optimal program decision-making capabilities.
Learn More
Establishing Optimized Portfolio Management
Portfolio Management is a sought after capability for most organizations as they take on an increasing number of ideas to be converted into projects or programs. It becomes the way for cost center owners to maximize capability generation, and streamline investment for the budget apportioned to them by the executive leadership team within an organization. Portfolio management involves both selection of incoming ideas and the continuous assessment of existing projects and programs. Standing up a portfolio management function is complex and the correct level of investment control needs to be matched with the organizations size and complexity of initiative pipeline. However in most cases, light weight tools are best and promote an agile and responsive environment. Too often portfolio management becomes synonymous with large IT system rollouts to track and monitor pipelines, general ledger activity, and project plans in difficult to maintain formats. The overhead of operating these roll-outs and systems gets in the way and disrupts the inherent nature of idea generation, further pointing to the need for lightweight portfolio management tools.
Using Agile Methods for Enterprise Software Implementations
Thirty-five percent of IT departments follow agile delivery methods, according to Forrester ¹. No, they’re not just following iterative methods and calling it agile, but a little over twenty percent are and only thirteen percent are still following a waterfall method, including the famed CMM. These thirty-five percent are adopting a working style that empowers our highly skilled and highly paid technology professionals to solve business problems creatively and autonomously in self-managing, self-organizing, accountable teams. Beyond IT, product development at software companies all over the world have also begun to abandon the barriers of innovation and speed moving to Scrum teams that consist of people from product manager to test engineer.
Project Management
Kenny & Company views the project as the primary vehicle for executing organizations initiatives. However many projects often fail due to poor project management and/or project management methodologies. We do projects right – on-time, on-budget and to meet customer requirements. Our approach to project management whether traditional or Agile, is transparent, and content and metrics driven.
Learn More
Establishing Optimized Portfolio Management
Portfolio Management is a sought after capability for most organizations as they take on an increasing number of ideas to be converted into projects or programs. It becomes the way for cost center owners to maximize capability generation, and streamline investment for the budget apportioned to them by the executive leadership team within an organization. Portfolio management involves both selection of incoming ideas and the continuous assessment of existing projects and programs. Standing up a portfolio management function is complex and the correct level of investment control needs to be matched with the organizations size and complexity of initiative pipeline. However in most cases, light weight tools are best and promote an agile and responsive environment. Too often portfolio management becomes synonymous with large IT system rollouts to track and monitor pipelines, general ledger activity, and project plans in difficult to maintain formats. The overhead of operating these roll-outs and systems gets in the way and disrupts the inherent nature of idea generation, further pointing to the need for lightweight portfolio management tools.
Using Agile Methods for Enterprise Software Implementations
Thirty-five percent of IT departments follow agile delivery methods, according to Forrester ¹. No, they’re not just following iterative methods and calling it agile, but a little over twenty percent are and only thirteen percent are still following a waterfall method, including the famed CMM. These thirty-five percent are adopting a working style that empowers our highly skilled and highly paid technology professionals to solve business problems creatively and autonomously in self-managing, self-organizing, accountable teams. Beyond IT, product development at software companies all over the world have also begun to abandon the barriers of innovation and speed moving to Scrum teams that consist of people from product manager to test engineer.
Program/Project Management Office (PMO)
Kenny & Company has significant experience and expertise in establishing and leading client PMOs. We believe PMOs function on a continuum of directing to facilitating and we work with our clients to tailor the right PMO to meet their needs. We establish and lead PMOs and provide the standards – internal and external measures, guidelines and benchmarks – processes, tools, metrics and leadership to make programs and projects successful.
Learn More
Establishing Optimized Portfolio Management
Portfolio Management is a sought after capability for most organizations as they take on an increasing number of ideas to be converted into projects or programs. It becomes the way for cost center owners to maximize capability generation, and streamline investment for the budget apportioned to them by the executive leadership team within an organization. Portfolio management involves both selection of incoming ideas and the continuous assessment of existing projects and programs. Standing up a portfolio management function is complex and the correct level of investment control needs to be matched with the organizations size and complexity of initiative pipeline. However in most cases, light weight tools are best and promote an agile and responsive environment. Too often portfolio management becomes synonymous with large IT system rollouts to track and monitor pipelines, general ledger activity, and project plans in difficult to maintain formats. The overhead of operating these roll-outs and systems gets in the way and disrupts the inherent nature of idea generation, further pointing to the need for lightweight portfolio management tools.
Using Agile Methods for Enterprise Software Implementations
Thirty-five percent of IT departments follow agile delivery methods, according to Forrester ¹. No, they’re not just following iterative methods and calling it agile, but a little over twenty percent are and only thirteen percent are still following a waterfall method, including the famed CMM. These thirty-five percent are adopting a working style that empowers our highly skilled and highly paid technology professionals to solve business problems creatively and autonomously in self-managing, self-organizing, accountable teams. Beyond IT, product development at software companies all over the world have also begun to abandon the barriers of innovation and speed moving to Scrum teams that consist of people from product manager to test engineer.
Business Process Optimization
Kenny & Company works with our clients to develop operating, efficient and measurable business processes. Our combination of experience and “commitment to make our clients business our business” and business-driven process approach, enable us to deliver measurable business process optimization outcomes. Our approach to business process design and optimization is centered on defined process levels, systems, organizations, owners, data, metrics, controls, reports, time and cost. We work across several process frameworks to achieve business process optimization for our clients.
Learn More
Establishing Optimized Portfolio Management
Portfolio Management is a sought after capability for most organizations as they take on an increasing number of ideas to be converted into projects or programs. It becomes the way for cost center owners to maximize capability generation, and streamline investment for the budget apportioned to them by the executive leadership team within an organization. Portfolio management involves both selection of incoming ideas and the continuous assessment of existing projects and programs. Standing up a portfolio management function is complex and the correct level of investment control needs to be matched with the organizations size and complexity of initiative pipeline. However in most cases, light weight tools are best and promote an agile and responsive environment. Too often portfolio management becomes synonymous with large IT system rollouts to track and monitor pipelines, general ledger activity, and project plans in difficult to maintain formats. The overhead of operating these roll-outs and systems gets in the way and disrupts the inherent nature of idea generation, further pointing to the need for lightweight portfolio management tools.
Using Agile Methods for Enterprise Software Implementations
Thirty-five percent of IT departments follow agile delivery methods, according to Forrester ¹. No, they’re not just following iterative methods and calling it agile, but a little over twenty percent are and only thirteen percent are still following a waterfall method, including the famed CMM. These thirty-five percent are adopting a working style that empowers our highly skilled and highly paid technology professionals to solve business problems creatively and autonomously in self-managing, self-organizing, accountable teams. Beyond IT, product development at software companies all over the world have also begun to abandon the barriers of innovation and speed moving to Scrum teams that consist of people from product manager to test engineer.
Professional Services Operations
We often work directly with client Professional Services Organizations (PSOs) – whether defining strategy, leading programs and projects for them or their customers or partnering with them to transform their own delivery approach in providing professional services. We provide our own professional services expertise to PSOs and have a unique point of view in helping our clients build, operate and deliver professional services internally and to their customers.
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Establishing Optimized Portfolio Management
Portfolio Management is a sought after capability for most organizations as they take on an increasing number of ideas to be converted into projects or programs. It becomes the way for cost center owners to maximize capability generation, and streamline investment for the budget apportioned to them by the executive leadership team within an organization. Portfolio management involves both selection of incoming ideas and the continuous assessment of existing projects and programs. Standing up a portfolio management function is complex and the correct level of investment control needs to be matched with the organizations size and complexity of initiative pipeline. However in most cases, light weight tools are best and promote an agile and responsive environment. Too often portfolio management becomes synonymous with large IT system rollouts to track and monitor pipelines, general ledger activity, and project plans in difficult to maintain formats. The overhead of operating these roll-outs and systems gets in the way and disrupts the inherent nature of idea generation, further pointing to the need for lightweight portfolio management tools.
Using Agile Methods for Enterprise Software Implementations
Thirty-five percent of IT departments follow agile delivery methods, according to Forrester ¹. No, they’re not just following iterative methods and calling it agile, but a little over twenty percent are and only thirteen percent are still following a waterfall method, including the famed CMM. These thirty-five percent are adopting a working style that empowers our highly skilled and highly paid technology professionals to solve business problems creatively and autonomously in self-managing, self-organizing, accountable teams. Beyond IT, product development at software companies all over the world have also begun to abandon the barriers of innovation and speed moving to Scrum teams that consist of people from product manager to test engineer.
IT Strategy
Kenny & Company works with clients to develop their long-term and immediate IT plans by gaining an understanding of their organization’s mission, vision, goals, existing strategies and current initiatives. Whether the focus is on optimizing the current technology investments or assessing how emerging technologies can bring more operational efficiency with lower IT costs through our Cloud Computing Strategy services, we help IT leaders align with business strategies, identify their needs and evaluate their options. The result is a collaborative effort with business and IT leaders to design and implement an integrated IT strategy and roadmap.
Learn More
Seven Insights: Benefits of Technology Business Management
Technology Business Management offers accurate, real-time reporting through automation, improves decision making for key IT initiatives, helps executives manage the cost and quality of the services they consume, allocates IT resources to the most relevant business priorities, and transforms IT from a cost-center to a profitability-enabler.
Evaluating the Total Cost of Ownership for an On-Premise Application System
As cloud computing and technologies continue to evolve, more organizations are evaluating cloud platform features, functionality, and operational costs against those of on-premise applications to understand the optimal approach for hosting enterprise applications. Forrester forecasts that the global market for cloud computing will grow from $40 billion to more than $241 billion in the next ten years.
Software Selection
Kenny & Company works with clients in selecting the best software for their business. Software selection or vendor selection is a complex process often with competing priorities. We help clients prepare, and develop selection criteria, create requests RFI/RFPs, manage vendor responses, perform cost/benefit analysis and assist with the final selection of software and vendors that best meet their business needs
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Seven Insights: RFP 3.0 – Streamlining your Technology Evaluations
RFP 3.0 is a refreshed technology evaluation and selection framework leveraging a transparent and collaborative approach to define business requirements, evaluate and select technology vendors with purpose. This has improved efficiency, reduced time to selection and transformed the traditional black box process into an effective and adaptable process for all parties involved.
RFP for Performance Management System
Our client is a global cloud storage and file synchronization provider. The People Operations organization wanted to evaluate, select and implement a new performance management system to replace their current system with broader and deeper functionality, insightful analytics and a more compelling user experience with a real-time feedback module.
IT Program Management
Kenny & Company works with our clients to manage programs across their portfolio, whether large complex or smaller more focused programs across business, supply chain and IT. We identify constituent projects, scope, schedule, effort, resources, cross-program dependencies, risks and financial implications. We often work with our clients to establish and lead a Program Management Office (PMO) and provide optimal program decision-making capabilities. For IT program management we take a more IT focused view of the program with a stronger emphasis on system requirements, architecture, design, development, systems testing and implementation and typically follow an IT Systems Development Lifecycle approach to the program.
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Seven Insights: Benefits of Technology Business Management
Technology Business Management offers accurate, real-time reporting through automation, improves decision making for key IT initiatives, helps executives manage the cost and quality of the services they consume, allocates IT resources to the most relevant business priorities, and transforms IT from a cost-center to a profitability-enabler.
Evaluating the Total Cost of Ownership for an On-Premise Application System
As cloud computing and technologies continue to evolve, more organizations are evaluating cloud platform features, functionality, and operational costs against those of on-premise applications to understand the optimal approach for hosting enterprise applications. Forrester forecasts that the global market for cloud computing will grow from $40 billion to more than $241 billion in the next ten years.
IT Project Management
Kenny & Company views the project as the primary vehicle for executing organizations initiatives. However many projects fail due to poor project management and project management methodologies. We do projects right – on-time, on-budget and to meet customer requirements. Our approach to project management whether traditional or Agile is transparent, content and metrics driven. We manage these engagements using traditional or agile approaches as meets our client’s needs. For IT project management we take a more IT focused view of the project with a stronger emphasis on system requirements, architecture, design, development, systems testing and implementation and typically follow an IT Systems Development Lifecycle approach to the project.
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Software Implementation Successes and Failures
There is always a sense of excitement when you start a new business relationship. Both the customer and software vendor have embarked on something new and have shared in an altogether satisfying experience during the pre-selection and then selection/award phases. The customer is going to get a new system or application that will make their organization better.
Using Agile Methods for Enterprise Software Implementations
Thirty-five percent of IT departments follow agile delivery methods, according to Forrester[1]. No, they’re not just following iterative methods and calling it agile, but a little over twenty percent are and only thirteen percent are still following a waterfall method, including the famed CMM.
IT Business Requirements Gathering & Analysis
Kenny & Company works with our clients to gather, define and structure IT business requirements whether functional or technical. Our combination of experience and detailed approach ensures IT business requirements are mutually exclusive and collectively exhaustive for the system in question and are also actionable, measurable, testable, and traceable to the identified and defined business needs or opportunity.
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Seven Insights: Benefits of Technology Business Management
Technology Business Management offers accurate, real-time reporting through automation, improves decision making for key IT initiatives, helps executives manage the cost and quality of the services they consume, allocates IT resources to the most relevant business priorities, and transforms IT from a cost-center to a profitability-enabler.
Evaluating the Total Cost of Ownership for an On-Premise Application System
As cloud computing and technologies continue to evolve, more organizations are evaluating cloud platform features, functionality, and operational costs against those of on-premise applications to understand the optimal approach for hosting enterprise applications. Forrester forecasts that the global market for cloud computing will grow from $40 billion to more than $241 billion in the next ten years.
Agile Transformation
In today’s highly dynamic and competitive business climate, companies are adopting agile approaches that focus on delivering value to their customers fast. Kenny & Company works with clients to transform their organization at the individual team level all the way through scaling up to the enterprise level.
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Seven Insights: Agile and Waterfall Working Together
More and more companies are shifting from traditional Waterfall practices (milestone, phase-gate based) to agile practices (iterative, continuous value delivery based). Purists believe that you must choose one over the other. But many find that a mixture of both may not only be required by program oversight or by financial tracking policies in large corporations but also can be desirable...
Using Agile Methods for Enterprise Software Implementations
Thirty-five percent of IT departments follow agile delivery methods, according to Forrester. No, they’re not just following iterative methods and calling it agile, but a little over twenty percent are and only thirteen percent are still following a waterfall method, including the famed CMM. These thirty-five percent are adopting a working style that empowers our highly skilled and highly paid technology professionals to solve business problems creatively and autonomously in self-managing, self-organizing, accountable teams.
