Client Challenge
Coeus was engaged to create a new IT Operating Model and high level organisation view for the IT function of a financial services organisation, in line with the vision and strategy of the client. This requirement was set against the following:
- The client was driving significant amounts of IT transformation with the business, using technology to enable its field force
- The current operating model faced many challenges, having built up organically, with ownership, culture, and responsibilities not clear
- The client was beginning to make first widespread use of an offshore partner to deliver services
- The client did not have a clear vision of the future of its operating model or how this could be achieved, but knew advantage could be gained by transformation and embracing digitally-led ways of working
The above factors complicated all decision making relating to the future of the organisation, leading to elongated decision making / sub-optimal outcomes.
Approach
Coeus reviewed the current model, processes, and maturity against a number of key frameworks (both industry standard, and proprietary), drove a number of key assumptions/decisions from the LT, and developed output by:
- Understanding performance constraints driving key operational decisions
- Assessment of the current state against the market place and against current best practice for the sector – including financial benchmarks
- Determined future vision for operating model inline with business change and aspiration of the function
- Review governance and service frameworks, including adapting for bi-modal delivery
- Develop high level organisation design and team structure
- Develop an overall phased plan to move the organisation from the current to the future state
The team delivered an assessment of the current operating model strengths and weaknesses, a set of principles centralised around the vision and strategy, and then developed the target operating model and a high level organisation design. Core deliverables were:
- Strategic drivers and challenges documented
- Financial benchmarks for IT delivered
- Full operating model design
- Bi-model model for governance over services and delivery
- High level organisation structure
- High level transformation delivery plan split by phases/activities
Results
The deliverables formed the foundations of the transformation programme to roll out the new IT operating model:
- Clear roadmap and phasing for the IT organisation moving forward
- Ability to drive greater efficiency within the organisation without incurring additional cost/overhead impact
- Ability to clearly align organisation to changes in strategic sourcing
- Removal of gaps in skills, roles and teams and roles
- Preparation of the business to integrate new technologies and deliver new products without exponentially increasing the size of the organisation
- Clarity of governance and process ownership to avoid duplication
