Governance, Operating Models & Organisational Design
Empowering growth through governance.
As organisations gain complexity, old organisational structures are no longer the optimal model for defining how they work. They now need to be coupled with broader organisational design, operating model design and governance definitions, so that staff are productive, empowered and understand where the boundaries lay and how to get things done.
With the pervasiveness of technology across all organisations today, digitisation priorities can have broad ranging impacts, not just for an ICT division, but across your entire business. Decision making extends across a wide gamut of organisational touchpoints including investment, ICT services and product selection, business policy and process redesign, how data is collected, managed and transformed as well as organisational functions, personnel and staffing.
This creates the need to involve executives from outside the traditional ICT area, with the decision-making process paying respect to their roles and responsibilities. Governance design over digital change should empower leaders across the organisation and help everyone work as a team.
We can help your organisation review and develop operating models and governance design to ensure the effective management and monitoring of your organisation. With our experience in developing organisational designs, structures, roles and responsibility definitions, and RACI (Responsibility, Accountability, Consult and Inform) charts to support our client work, we can help your organisation to define how it creates value and the capabilities it will need as you move into the future.
Grow Your Way with Our Capabilities in
ICT Operating Style
Some ICT groups work as service delivery areas, some have as many staff dispersed into business areas, some are largely contract managers or brokers, relying on external services. What type of operating style suits your organisation, and what does this mean for the way you organise and deliver value?
Delivering Strategic Outcomes
As your organisation changes its strategy or sourcing, adopts cloud services or makes other changes, the capability mix of your internal team needs to change too. This can change the operating model for how your business delivers value.
As your organisation grows and evolves, so should your teams. This can mean a new organisational structure, new roles and responsibilities and new reporting lines.
Major digital transformations can operate at pace and can have high cost burn rates. Decision making needs to be well considered, clearly made and not revisited without good cause. Rapid cost escalation can be a risk. If you establish sound Program Governance for your transformation agenda as a priority, you’ll navigate change with more success.