“IT OPERATING MODEL: FOCUS ON BUSINESS VALUE AND SOURCING”
IT organisations must react flexibly and quickly to changing IT requirements, break down complex service structures and, through targeted sourcing, align the remaining IT organisation with business value. In future, the focus will be on integration with the business, efficient processes and professional provider management. The IT operating model defines and implements these elements.
Initial Situation
A global supplier to the automotive industry is going through a fundamental transformation of its IT organisation. Rapidly changing business requirements, increasingly complex IT services and a lack of clear accountability are pushing traditional operating models to their limits.
With a growing share of externally sourced services, the role of IT is shifting from operational delivery to business‑oriented steering and professional provider management. This transformation requires a new IT Operating Model - one that clearly defines responsibilities across demand, services and providers, and enables consistent execution on a global scale.
Ziele
- Establishment of structured demand and relationship management to efficiently capture, prioritise and realise business needs
- Definition of a transparent, standard-aligned IT service portfolio as the foundation for scalable IT service management
- Introduction of a clear governance model with defined service owners to ensure accountability, control and continuous improvement
- Design and implementation of professional provider management and a future‑proof sourcing strategy to optimally leverage external partners
KC Process Model
To ensure the successful transformation of the IT organisation, Karer Consulting worked closely with the client’s senior management throughout the engagement. The collaboration was based on clearly defined framework conditions, milestones and the active involvement of key stakeholders across business and IT. The consulting approach focused on designing and implementing a future‑proof IT Operating Model that can be executed consistently on a global scale. The jointly agreed process model covered seven core domains, each addressing a critical success factor of a modern IT Operating Model.
The process model has been agreed with all stakeholders and comprises seven key areas of action:
- Demand Management: Introduction of a structured, transparent demand process including communication and change management
- Service Portfolio: Modernisation of the service portfolio in line with market standards (TBM).
- Service Owner Governance: Definition of standards and governance structures across the entire service portfolio
- Service Owner: Clear role definitions and nomination of service owners for technology platform services
- Provider Management: Establishment of professional provider management and a sustainable global sourcing strategy.
- Major Incident Management: Strengthening of roles, processes and escalation structures.
- •Architecture: Expansion of architectural accountability within technology platforms
Each workstream contributes directly to the overall objectives, improving collaboration, transparency and accountability.
As a result, the IT organisation delivers high‑quality services faster and operates an integrated, scalable and effective IT Service Management landscape.
Stefan Paule
Telephone: +49 751 185 275 0
E-Mail: sales@karer-consulting.com
www.karer-consulting.com