CASE STUDY 3: GLOBAL CHEMICAL COMPANY

The newly appointed Chief Information Officer (“CIO”) determined the IT Organization was operating at a Level 1 Maturity (Utility Based) from a Demand Management perspective. The CIO assessed the IT Organization was operating at a low Level 2 from a Supply perspective. While the Demand “pull” from the Business was becoming more complex, strategic, and at higher volumes of activity due to increased demand for IT enablement requiring the IT Organization to transform its ability to shape as well as manage Business Demand better, and more effectively.

Our engagement approach required three major Phases:

Phase I: Conduct an environmental scan, from both a Business and IT perspective, on the capabilities of the IT’s ability to shape and manage business demand on five factors (e.g., asset, relationship, demand and supply, and portfolio management along with strategic planning).

Phase II: Tailored a Business Relationship Management (“BRM”) curriculum, designed in collaboration with the CIO and the ITLT (Leadership Team) to be delivered in 2.5 Day Training sessions, customized for 75 IT Leaders across the globe. Training materials and subject matter incorporated topics on the Who, What, Why & Execution of the BRM Role, Portfolio Management, Crucial Conversations, and Financial Acumen.

Phase III: Deliver a BRM training program, incorporating customized lecture, video and practice session materials, along with real world, “day in the life” panel discussions on working as a BRM in the corporate environment. The Training materials were complete with frameworks, guidelines, Glossary of Terms, and relevant case studies.

After the first of three 2.5 day Training sessions, members of the IT Organization had leveraged frameworks and new approaches to demand management to where the Business was remarking that something had changed. The ITLT was getting such strong feedback that a session was added for the ITLT alone, and another 25 members of the IT Organization. The CIO also requested that we design the remaining courses to reflect an end-to-end, learning ecosystem for the Office of the CIO.