Our client wanted to renew the way that projects and services were delivered to business teams. There was a degree of mistrust and a lack of willingness to work together as collaborative partners, and there was a silo approach to delivering the organisation’s technology platforms and services. This way of working had a number of downstream effects:
- unclear accountabilities across the business, service providers and information technology teams
- duplication of effort across business units
- multiple toolsets and capabilities deployed to perform similar functions
- no clear operating model agreed and in place across the organisation.
The outcome was to define and implement an IT operating model to deliver maximum value to our client’s business units.
CDRU implemented the agreed operating model by:
- assessed the supplier landscape, renegotiated existing key contracts, sourced a new supplier to address service delivery inconsistencies and transitioned services to the chosen supplier,
- completed a workforce evaluation, made recommendations for an organisational restructure, supported by position descriptions and role accountabilities,
- established appropriate governance forums across both business and technology teams, with agreed terms of reference and decision frameworks,
- implemented a service integration and management (SIAM) model, which extended to supplier governance, policies, procedures and toolsets, ensuring that all suppliers operated within a consistent, single framework.
Below is an example of a high-level CDRU framework the team utilised, in partnership with our client to map and deliver the best possible outcomes.
- Standardised and simplified services leading to less complexity, greater consistency in the service experience, and lower cost.
- Controls in place to manage non-standard, insecure services.
- Application footprint reductions via standardisation that flows on to the business process standardisation.
CDRU worked closely with the client to understand the business changes required and to develop an operating model that included:
- an overarching governance model, defining how technology teams operate
- a business centric engagement model defining how IT engage, communicate, collaborate and jointly manage outcomes for the business
- development of a service catalogue and supporting policies and procedures
- plan, build, run operating model, with functional ownership
- IT organisation position descriptions defined and assessed using SFIA.