Integrated approach to defining how business and IT should collaborate to get things done, including Organizational Roles and Responsibilities, Governance, Processes, Tools, Metrics and Incentives

• How should business and IT organize to balance business prioritieswith IT challenges like delivering new digital capabilities while operating legacy systems at efficient scale, and meeting higher standards for compliance and security?
• What does it take to get things done using IT given a new strategy or post-merger, post outsourcing context? How should business and IT adapt?
• How can business and IT collaborate to get things done, faster and easier, through clear roles and responsibilities, lean governance, efficient processes and tools, and well-aligned metrics and incentives?
• What IT functions should be shared and “horizontal” vs. business-aligned and “vertical”?
• How do digital strategies change the roles of business and IT?

• 4-6 week engagement is typically built around 1-2 facilitated workshops that bring together key business and IT stakeholders for a structured discussion of the strategic context and fact base, and to agree on guiding principles for the new operating model
• Interviews and baseline analysis and drivers of change help prepare for the workshop
• The Integrated Business and IT Operating Model framework is used to drive the workshop agenda and shape the Operating Model and Roadmap deliverables
• Collaborative, cross-functional approach engages stakeholders from the beginning, to accelerate adoption of the new operating model

• Integrated Business and IT Operating Model framework
• Interview guides and workshop design templates

• Provides a clear, practical articulation of how the organization works, at the Guiding Principles level, getting everyone on the same page quickly, ready to commit prior to implementation.
• Identifies key gaps between target and current operating model, to drive implementation priorities.
• High level, practical roadmap explains how to implent the reocmmendations, including revised roles and responsibilities, charters for governance bodies, proess design, tools, training, communication, metrics and incentives.