Unifying A Company Through Planning An IT Reorganization

The Client

The client is a premier window fashions manufacturing company with fabrication sites across North America. They provide high quality, innovative, and proprietary products to customers all over the world.

The Challenge

In the wake of a new initiative to better unify the company, the client was seeking guidance in the design of a new IT Operating Model and Organizational Structure. The client had a compressed time frame to finalize a future IT Organization design and budget that met the following strategic objectives:

Shift from a reactive team to a proactive business partner model
Shift from a fragmented, informal IT organization to one aligned to a common mission and vision
Address the lack of standard processes to improve accountability, service quality, and effectiveness
Demonstrate increased value to the business (more, better, faster) under new market pressures and changing consumer demands

The Solution

With a dedicated team of experts in organizational design and IT operations, we conducted a two-month workshop series with the CIO that resulted in the rapid, iterative development of an IT Operating Model and Organizational Structure that directly addressed the client’s four strategic objectives. The proposed new structure included:

A business partnership model to support newly created business process teams (Supply Chain Planning, Procurement, Order Management, etc.)
An application ownership model to centralize functional and technical expertise in applications
Development of scalable and repeatable processes around core IT functions
Establishment of enterprise IT governance

We also created an 18-month roadmap and other transition planning materials to support the client in initiating changes quickly and effectively.

The Impact

The client successfully obtained executive leadership buy-in on the new IT Organization design and secured a significant increase in budget to support the new way of working (when initial directives were to reduce spend). Almost immediately, recruitment activities were launched to source key new leadership roles to support the new organization and transition.