A leading technology company knew it was time to redefine its global Information Technology (IT) structure. The demand for IT services was far exceeding IT resources. As response times to internal customers slowed, some parts of the company began to see IT as a barrier to their needs and started building their own skunkworks solutions. Leadership engaged Point B to help develop an IT organizational model that would accelerate delivery of new technology solutions to meet evolving business needs – and to drive global adoption of Agile software development methodology.
Customer in the driver's seat
Having guided this company through several organizational changes, we knew our client wanted to determine what their future would look like. Drawing on our organizational design expertise, we gave IT leaders and functional managers a proven process and the tools to conduct their own organizational assessment. Once they had interviewed internal customers and documented key issues, we led 16 workshops over eight weeks to help define and test a new organizational model that would solve those key issues and advance their business strategy.
The model that we built together shifts IT from its function-driven structure into one organized around a defined set of business solutions (Information Management Solutions, Front Office Solutions, Back Office Solutions, etc.). IT dedicates multidisciplinary project teams to each business solution, with members working together from day one to deliver on customer needs. By design, the new model aligns IT roles and responsibilities to accelerate the adoption of a consistent Agile methodology.
New structure, new speed
The company implemented its new IT structure within just four months. Now, IT and business leaders are in sync on investment priorities around a defined set of business solutions. To ensure success, we helped redefine the approach for managing and leveraging more than 10 global IT sites with over 500 employees. We established a new business administration function to advance operational maturity. We also defined an architecture function to enable open, flexible and scalable solutions. Finally, a new project portfolio practice ensures that IT stays aligned with the business and its investment priorities.
Across global IT, the new structure quickly delivered on its goals to increase autonomy and push decision making deeper into the organization. In a survey conducted shortly after the restructure, nearly 85 percent of employees reported "I can get things done independently."