THE CONTEXT
150 fte organisation
highly volatile industry
strong market position
Problem statement
A well established financial services firm with a strong market position and clear ambitions for growth found itself unable to move at the pace the business required. The technology function had become a bottleneck rather than an enabler. The Board recognised the problem: delivery was slow, visibility limited, and quality of output was not meeting the standard needed to support the firms strategic direction.
We were asked to assess the maturity of the technology function, identify what was holding it back, and help build critical capabilities needed to mitigate the situation.
our approach
We started with a two week assessment of the maturity of the technology function to assess its current set-up, strengths and identify weaknesses and opportunities. We found there were significant gaps between current state and where organisation needed to be, spanning several core capability areas.
We then took an interim leadership role to drive the implementation directly.
Within a month we introduced structured change management practices. Within three months and for the first time, the team had a reliable multiyear roadmap. We built an internal leadership team to take ownership of the areas with the biggest gaps. We redesigned how technology was organised and delivered its work, with teams structured around strategic objectives rather than functional silos. We introduced a data-driven KPI framework so that leadership had clear, real-time visibility into the ROI of investments they made.
THE RESULT
The board and the technology department have a clear strategic direction that enables the business to grow at the speed desired. A technology leadership team is in place that owns the critical areas for success, and knows their priorities.