Initial Situation
To centralize the IT services of the group holding company and its four business divisions (legal entities) and leverage synergies, a dedicated central IT organizational unit was established for this specific purpose.
After this unit had been in operation for around two years, a need for reorganisation arose due to high levels of customer dissatisfaction and excessive workloads within the organisation. The causes of this were an undefined service portfolio, a lack of clearly defined roles within the organisation, and unclear processes in day-to-day operations, at the interfaces with the legal entities, and with external service providers.
Objectives
- Introduction of structured demand and project portfolio management
- Definition and implementation of SIAM-based standards for the management of external providers
- Cross-functional analysis and optimization of IT service management processes
- Analysis of existing IT services and definition of the future IT service portfolio
Our mission was to conduct a comprehensive as-is analysis of the existing service organization, roles, processes, and interfaces. Based on this analysis, the future target organization was developed, ensuring clear responsibilities, a sharpened service portfolio, and SIAM-based governance structures for efficient and customer-oriented service delivery.
Measures
- Identification of service experts and introduction of the service owner role, as well as other roles crucial to the organization
- Involvement of all key stakeholders in defining service delivery parameters, in line with OCM principles throughout the project
- Introduction of appropriate governance to establish the required framework conditions
KC Process Model
Karer Consulting supported the project with a holistic and implementation-oriented approach.
The focus was on optimizing interfaces with external providers as well as with internal IT service units – both within the holding company and in the legal entities. To this end, new roles and responsibilities were established, including in provider management and business relationship management.
Service delivery was systematically viewed from an end-to-end perspective and reorganized. Key roles such as Service Owner, Service Architect and Service Operator were defined to clearly establish and anchor accountability, architecture and operational delivery. In parallel, the service portfolio was rebuilt based on the services actually being delivered and underpinned with the roles required for stable service delivery.
The future organization was structured into the areas "Consult & Transform," "Innovate, Design & Run," and "Steer & Integrate." This ensured optimal alignment with the SIAM approach: business requirements, innovation and operational responsibility, and cross-cutting steering and integration were clearly distinguished from one another while remaining effectively integrated.
Ongoing projects with an impact on the organization, processes or service delivery were systematically taken into account in project management. Dependencies were made transparent and integrated into the planning.
Another key focus was on stakeholder and change management. All relevant stakeholder groups, in particular the employees of the shared service unit, were supported through appropriate OCM measures. This increased acceptance of the changes and provided the best possible support for the transition to the future organization.
Stefan Paule
Telephone: +49 751 185 275 0
E-Mail: sales@karer-consulting.com
www.karer-consulting.com