Case study · Infrastructure, Resources & Asset-Intensive Organisations
Redesigning an IT and OT operating model after an executive restructure
Regional multi-commodity port corporation
A four-week assessment of organisation structure, workforce mix, functional capability and change impacts for a port operator’s technology function.
Challenge
An executive restructure had changed portfolios and created a new leadership team, requiring the IT function and operating model to be reviewed and redefined.
The technology function spanned service desk, projects, business-as-usual information systems and operational technology, using both permanent staff and contractors.
The executive restructure had changed portfolios and leadership accountabilities. The technology model needed to respond without losing service continuity across two client locations.
The CFO needed evidence-based advice on structure, spans and layers, roles, workforce mix, locations, service delivery, project delivery and people performance.
Approach
Gather the evidence. Reviewed documentation, conducted open stakeholder interviews and used a functional-capability questionnaire across two locations over four weeks.
Map capability and maturity. Mapped individual functional elements and produced heat maps showing current maturity and areas for improvement across IT and operational technology.
Assess the human impact. Considered the expected business change, stakeholder impacts, organisational readiness and acceptance. Empathy maps made the human implications of the future model explicit.
Create an execution roadmap. Defined an integrated programme around structure, functional accountability, business processes and capability, with a roadmap for leadership recruitment, strategic planning and realignment.
Operating-model evidence
Four views of the technology function
The recommendation connected formal structure with functional maturity, employee experience and the programme required to move forward.- 01
Organisation
Structure, spans, layers, workforce mix and location.
- 02
Capability
Functional maturity across service, projects, IT and operational technology.
- 03
Change
Stakeholder impact, readiness, acceptance and empathy maps.
- 04
Execution
Accountability, processes, leadership recruitment and the integrated roadmap.
Outcomes
The work documented the current organisation, processes, systems and functional capabilities. Capability heat maps, empathy maps and the change-complexity assessment gave leaders a shared view of both operating and human implications.
The roadmap aligned the IT department with the new executive structure and launched the next programme of work: leadership recruitment, strategic planning, functional realignment, accountability mapping and target operating-model design.
- Current-state organisation and capability documented
- Functional heat maps and change assessment
- Integrated execution roadmap established