Organisational change tends to be overlooked and demoted in most IT Transformation programs. It takes a strong and disciplined program lead to bring it back onto the agenda and have a focused team working on it.
The introduction of new processes and technology will inevitably bring about changes, no matter how small, in the way that an organisation is structured, and in the ways of working. Some existing roles may be lost, or merged, new ones added. There may be upskilling and training that needs to be planned and delivered. And the whole program needs to be managed, communicated and embedded in a way that does not alienate the people impacted.
How can the end state be achieved?
At Sentinel we’ve adopted a standard approach that looks at all of the key business domains, the possible impact, and then the changes required to create the optimum business area architectures to support the transformed state.
We start by defining and agreeing the extent of the Transformation program, and having a program framework which reflects the changes in each of the business areas. This is then translated into a series of related yet independent workstreams which are led by domain SMEs and teams with the correct skills to deliver. The diagram below shows the top tier of this approach and the key components which contribute to it.
