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Joe Teplitz, Principal Consulting Analyst
Joe Teplitz, Principal Consulting Analyst

Joe Teplitz has over 30 years experience in consulting, analysis and management services focused on large corporate transformations including M&A, divestitures, new product roll-outs, major conversions, and geographic expansion. Areas of specialty include:

  • Merger Integration and Transformation Management – including significant work on a number of the global financial services “mega-mergers”
  • Strategy – large corporate transformation, organizational design, and business growth strategy
  • Business/IT alignment – IT governance, IT portfolio management, and metrics
  • Business Process – in-house, outsourced, and off shore
  • Large Program Management – PMO, operational risk identification and escalation, readiness assessment

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He was formerly Senior Managing Partner and lead Gartner Consulting’s North American Financial Services and Healthcare Payer practice.

Prior to that, as a partner at Andersen, Joe was head of the Global Financial Services M&A practice and the New York banking industry program.

Other background includes Managing Mellon Bank’s Datacenter Service Bureau, which provided outsourced technology and operations for 400 client banks.

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  • Enterprise Architecture (EA)
  • IT program management
  • IT operations excellence

Recently Published Research

Upcoming Research

Why Large Technical Programs Fail and How to Mitigate Risk
Why do so many large technical programs fail? At best, failure means no economic return; at worst, it means significant increase in reputational, customer, operational, and business risk. Often, the failure is so bad that the best risk mitigation technique is writing off the entire project. In financial services organizations, major programs include a very large IT component. Unfortunately, IT is generally undisciplined about developing and stating accurate value or payback metrics for its own programs. This lack of discipline injects significant risk into the overall program, even when the program management function is independent of IT. This report investigates IT’s contribution to program risk and identifies the key risk factors organizations must address for program success. For each risk factor, the report identifies the risk type, its impact on overall risk, mitigation steps and best practices to reduce the risk, as well as key metrics for measuring this risk reduction. This report covers:

  • The fundamentals of large program failure
  • Establishing accurate value or payback mechanisms for programs
  • Instilling discipline into the process to reduce risk
  • Key success factors and metrics to achieve large program success



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