THE CONTEXT
mobile marketplace for c2c transactions
private equity portco
exploring its strategic markets and positioning
Problem statement
An international scale up, founded to compete with early-day online marketplaces was acquired by an investment group. With its new capital the company was hedging to new strategic markets, but found its technology function not able to enable new bets at the speed of growth that was required. The board observed the impediments to velocity, and wanted to identify root causes preventing establishment of a high performing IT organisation.
our approach
We started with an assessment focusing on leadership, current software architecture and platform set-up, and an assessment of workforce capabilities. Based on this assessment, we established several critical capabilities that needed to change with the organisation’s CTO, CPO and with buy in from the investor.
First, we focused on working with the leadership team to improve effective decision making, leadership behaviour and establish relevant objectives and key results to drive desired behaviour. Second, we evaluated the product vision, derived portfolio priorities and worked on establishing clear team domains with a defined team purpose per team. We also suggested training via a training partner to make team members able to work cross-function. Last, we worked together with internal architects to simplify the landscape and establish principles to make future buy over build decisions.
THE RESULT
With new metrics, principles and a roadmap of how to get to a simplified target state architecture, we ended the engagement handing back over to the CTO and CPO. We remained available for on-call support when needed, but found the direction itself clear enough that company proceeded with execution of the roadmap themselves, and within a year entering the desired new market segment.