Technology diagnostic and target IT organization set-up

Challenge

A UK-based, mid-sized, tech-enabled facility management company had been growing rapidly over the past five years through acquisitions, continuously expanding its portfolio of capabilities and services. At the core of its operating model is a proprietary integrated facility management software platform, used both to deliver end-to-end services to customers and offered as a SaaS product.

However, due to the high pace of M&A activity, the company’s IT landscape had become fragmented. The IT function lacked a clear operating model and strategic direction, and the company was not leveraging its rich data assets effectively. The private equity owners were seeking transparency into the company’s IT assets, along with a clear recommendation on the strategic direction and target operating model. 

Solution

During a short-term assignment, I worked closely with the interim CIO and his leadership team to first establish transparency into the current state of IT. We conducted interviews with the management teams of all acquired companies and mapped the key applications, preparing a comprehensive IT application architecture overview. This also included identifying key gaps and improvement areas.

The second phase involved diagnosing the current IT operating model and recommending a future set-up. This comprehensive technology diagnostic and future IT operating model set-up provided the CEO, CFO, and owners with a clear view of IT challenges and a strategic path forward.

Key deliverables included

1.Comprehensive technology assessment across six dimensions: business alignment, operating model, performance management, application architecture, IT infrastructure, and data management

2.IT application architecture mapping, including gap analysis and areas for improvement

3.IT Operating model assessment across four dimensions: governance, organization, processes, and tools

4.Recommendation for the target IT organizational setup, including key roles, responsibilities, and capabilities—featuring a defined role description for the new CIO

The project followed my proprietary Digital Strategy Playbook, leveraging established methodologies and analytical frameworks. The final recommendations were presented to the company’s management and ownership team and served as a foundational “starter kit” for the newly appointed CIO.

Impact

The project deliverables enabled the company’s leadership to make an informed decision on the new IT setup, hire a CIO fit for the task, and provide him with a solid fact base to quickly reset the IT function, define a robust IT strategy, and begin execution.