Problem
An IT departmental structure organised in technology silos makes it harder for the area to deliver real value to the business: teams work by technology rather than by service, which translates into less agility and an internal perception of the department as a support area rather than a driver of value.
Solution
We led a deep transformation of the IT department, redesigning its processes and organisational structure to evolve from a technology-centred approach towards a model based on services offered to the business. That meant reorganising teams, redefining responsibilities and establishing a clear service catalogue aligned with the company’s strategic needs. We designed a complete, functional service catalogue, redefined roles and created multidisciplinary teams organised by services, implementing clear delivery and management processes for every service offered by IT.
Results
The transformation allowed the IT area to become a strategic partner of the business.
A more collaborative structure, centred on the internal customer and oriented towards continuous delivery of value.
Improved operational efficiency, communication between teams and perception of the area inside the organisation.