Case study · Banking & Finance · Ethiopia
Oromia Bank
Alemba Service Manager (ASM) system.
People × Processes × Technology
The challenge
What organisations in this position face
- Unplanned workplace downtime: desktop, device and software failures disrupting daily banking operations and employee productivity.
- Fragmented incident management with no centralised service catalogue, leading to untracked tickets, delayed resolutions and communication gaps.
- Operational resource strain: in-house IT teams overburdened by routine desk-side troubleshooting instead of strategic work.
The approach
People and process first, then the platform
GES implemented Alemba Service Manager as the exclusive regional partner, but began with the service management processes rather than the tool: the catalogue, ownership, escalation matrices and service levels were defined first and then configured into ASM, so the platform reflected how the bank actually works.
What GES delivered
Scope of the engagement
- Alemba Service Manager implemented for ITSM and enterprise service management.
- Incident, problem, change and service-level management processes aligned with ITIL 4.
- A standardised service catalogue with self-service portal and automated ticket dispatch.
- Integrated federated CMDB and reporting for SLA visibility.
Outcome
Measured outcome to be supplied by GES and the client. Not invented.
When approved figures are available, this block carries them: service levels, time saved, audit findings closed or certification achieved.
A relevant reference
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