It was deemed by the C-Suite that the current operating model for IT was not fit for purpose, This was also fuelled by part of the group being sold which removed capability from the IT team and the need to ensure a fit for purpose global 24×7 service was in place.

I was engaged to undertake an ITIL maturity assessment to identify areas for improvement, gaps and oppoprtunities and make recommendations for roles and responsibilities.

Conducted interviews with the key stakeholder group (c suite and c suite -1) to assess the capability of the team and gaps being left after the group IT function was removed from the operational team of the residual company.

This enabled discussions on skill and personnel gaps and I was able to share the results and recommendation options (develop in house/ outsource / hybrid) with the key stakeholders including budget, global placement, roles and responsibilities.

A recommendation paper was produced outlining options.

These were discussed and a new TOM was agreed.  I was asked to remain in situ to assist with the recruitment, process design and set up of the new organisation whcih resulted in improved global coverage (24×5 to 24×7) and net saving of >£100k by re-purposing and cross training resources, both from the incumbent IT team and business resources.

• TOM (Target Operating Model)
• Organisational restructuring

• Organisational Agility & Effectiveness

• Manufacturing