Case Study
Global Manufacturing Company
Operating Model Transformation
Problem Statement
Client’s Chief Information Officer and his peers felt that the changes in the Business Strategy and its GTM including customers needed to move into a more transformational state. Also, the IT Strategy required updating, alignment to a new Business Strategy.
Engagement Approach
Our engagement process included facilitation and execution role in a Three-Phased process:
Phase I: A rapid assessment of the Business-IT landscape to validate and confirm the challenges as well as the effective maturity of IT from a supply perspective.
Phase II: Designed a future state Business- IT Strategy aligned to a new Operating Model design (Processes, Governance, Roles & Responsibilities, Operating Principles, Org. Structure, Metrics, Culture, and Infrastructure) relevant for a Business transitioning into a company to deliver new services and capabilities to its marketplace. Demand from the Business is maturing at higher levels and IT’s Strategy needed to align itself to these changes.
Phase III: Represents the development of an executable, integrated roadmap across the Business Platforms (4) and its IT organization to achieve the new IT Strategy.
Results
The Business-IT Strategy and Operating Model transformation concluded with a formal presentation to the Board of Directors on the newly designed strategy and operating model. These were well received and the execution of the 5 Strategic Themes (IT Excellence, Standardization & Sustainable Simplification, Manage Data as an Asset, Enable Disruptive Innovation and Attract, Retain, and Develop Top Talent).