IT Organisation & Operating Model
Does your IT organisation fit what it must deliver?
IN BRIEF
An IT operating model describes how the IT organisation delivers its services, with which roles and teams, which decision rights, what balance of in-house and external delivery, and which management mechanisms. It connects IT strategy with the actual organisation and how it works with business units and service providers.
When to involve us.
When ownership overlaps, service providers steer more than your own IT does, or a new strategy meets an organisation still working in old patterns, structure, roles and sourcing need to be examined together.
We start with the services IT is expected to deliver and derive roles, team structure and decision rights from them. For each service, we clarify whether it is delivered in-house, with partners or fully sourced externally, and how it is managed. A transition plan turns the target model into steps that operations and staff can sustain.
What the work produces.
We agree on the scope around your goals, starting point and available capacity. The following elements illustrate what an engagement can include.
WHAT WE ADDRESS
- IT target operating model
- Organisation structure, roles and decision rights
- Sourcing strategy and vendor management
- Transition plan and capability development
POTENTIAL OUTPUTS
A target operating model for your IT organisation, with roles, decision rights and sourcing decisions. The transition plan identifies the organisational changes and capabilities needed to put it into practice.
A focused starting point.
Organisation charts, role descriptions and an overview of your main service provider contracts. Conversations with IT and business leaders reveal where collaboration and decisions actually stall today.
The question first. Then the scope.
The first conversation clarifies the objective, deliverables and people involved. We agree whether the engagement covers design, pilot support or technical implementation, who takes on each task and how the deliverables will be assessed.
Discuss a starting point by emailWhen is adjusting individual roles enough, and when do we need a new operating model?
Targeted changes are often enough when problems arise at a few interfaces or in individual teams. A new operating model is appropriate when IT's mandate changes fundamentally, for example through cloud platforms, AI or a new sourcing strategy. Another signal is decisions that repeatedly stall between committees, teams and service providers. Before restructuring, examine specific services and decision paths. This shows which roles, interfaces and contracts actually need to change. The aim is not a new structure for its own sake, but an organisation that works in daily practice.
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