CUSTOMER FIRST
POINTING OUR
TEAM IN THE
RIGHT DIRECTION
How can we transform our IT organisation and structure – and more ...
Stop before you start . .
“I want to transform IT
do I really need to do this?
it will take loads of time and energy
it mi...
1. Know your business . . .
• Strategic – Tactical
• Inflexible – Flexible
• Innovative – Conservative
• Investing – Cost-...
2. Know your IT function . . .
• What does IT do well?
• What does IT not do well?
• What does your team think?
• What do ...
3. Prioritise your outcomes
Know
your
business

Know
your IT
function

• Responsive to business needs
• Quality solutions
...
4. Establish Organisational Design
Principles
•
•
•
•
•
•
•

Clear accountabilities
Delegated authority
Collaboration
Flat...
5. Set-it up as a Project
• Establish a team
•
•
•
•

IT Led
Project manager
Plan / reporting
Time and resources

• Dissem...
How to run an OD project
Initiation

Design & Build

Implement

BAU

 Know your
business
 Know your IT
Function
 Define...
6. Design and Build .
Leadership

Structure

Process

The
Pentagon
of
Improvement
Structure

a. Organisation Models
Lines of
Business

Programmes

Systems

Processes

Group
IT
Director

Retail

Supply Cha...
Structure

a. Organisation Models
Customer focussed and responsive mini-IT teams

Lines of
Business

Lines of
Business

De...
b. Process / RACI Models – L0 - L2

Process

Customer
Demand
and
Planning

Change
Delivery

Service
Delivery

Support Proc...
Retail IT
Director

Org Design

Head of Change
Delivery
Apps
Architect

Lead Project
Manager

Process
Flow

Product Dev.
M...
Transformation
only happens when
people change.
c. Capability
Behaviours

d.

• Skills
• Experience
• Knowledge
• Partners
• Policies
• Systems

Develop

Recruit

Source
...
e. Leadership is Critical
“Ask not what your team can do you.. ask
what you can do for your team”

• Create the conditions...
6. Engagement and Implementation
• We already have engagement and ownership . . .
•
•
•
•
•

IT led
Disseminated ownership...
Leadership

Questions?
How was it for
you?

Structure

Process

David Bottomley - bottomley@ntlworld.com
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David Bottomley, Formerly Head of IT Delivery at Specsavers - Customer First – Pointing our team in the right direction

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David Bottomley, Formerly Head of IT Delivery at Specsavers spoke at the CIO Event UK 2013

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  • JFK – and he got a man on the moon. Explain diagrams.
  • David Bottomley, Formerly Head of IT Delivery at Specsavers - Customer First – Pointing our team in the right direction

    1. 1. CUSTOMER FIRST POINTING OUR TEAM IN THE RIGHT DIRECTION How can we transform our IT organisation and structure – and more crucially – our team’s energies and mind sets – to deliver services and solutions which meet the needs of our business? David Bottomley speaks of his experiences in attempting to do this through organisational redesign and cultural change in a number of major businesses.
    2. 2. Stop before you start . . “I want to transform IT do I really need to do this? it will take loads of time and energy it might not make any difference let’s just work harder . . . . . . . but that would be Insanity so let’s do it . . . and let’s do it properly” "Insanity: doing the same thing over and over again and expecting different results”
    3. 3. 1. Know your business . . . • Strategic – Tactical • Inflexible – Flexible • Innovative – Conservative • Investing – Cost-conscious • Expanding – Stable • Mature – Adolescent • International – National • Fast-moving – Slow-moving • Controlling – Empowering • Risk taking – Risk averse
    4. 4. 2. Know your IT function . . . • What does IT do well? • What does IT not do well? • What does your team think? • What do your customers think? Interviews Benchmarks Flashpoints
    5. 5. 3. Prioritise your outcomes Know your business Know your IT function • Responsive to business needs • Quality solutions • Predictable delivery of projects and service • IT is easy to work with • Trusted partners with the business • Drive value from IT Investment What will these look and feel like?
    6. 6. 4. Establish Organisational Design Principles • • • • • • • Clear accountabilities Delegated authority Collaboration Flat structure Leverage global capability Timely / effective decision-making Empowering leadership
    7. 7. 5. Set-it up as a Project • Establish a team • • • • IT Led Project manager Plan / reporting Time and resources • Disseminate ownership • Involve as many people as you can • Change from within - not from above • Communicate/consult relentlessly Business IT IT Leader -ship OD Expertise HR IT team + partners
    8. 8. How to run an OD project Initiation Design & Build Implement BAU  Know your business  Know your IT Function  Define your outcomes  Establish Design Principles  Set it up as a Project Design and build the new world Engagement with your team and your customers Continuous Improvement
    9. 9. 6. Design and Build . Leadership Structure Process The Pentagon of Improvement
    10. 10. Structure a. Organisation Models Lines of Business Programmes Systems Processes Group IT Director Retail Supply Chain Corporate Strategic Programme Commercial Management Legacy Support ERP Support Service
    11. 11. Structure a. Organisation Models Customer focussed and responsive mini-IT teams Lines of Business Lines of Business Delivery Focussed Lines of Business Programmes Delivery Processes Demand, Requirements, Design, Build, Test, Support Reliable / Responsive / Quality / Professional Reliable / Responsive Support Processes Strategy, Quality, Commercial, Service, Security etc.
    12. 12. b. Process / RACI Models – L0 - L2 Process Customer Demand and Planning Change Delivery Service Delivery Support Processes Leadership & Strategy • • • • Clarify Fix Gaps / broken bits Fit to new organisation Simplify customer touchpoints • Make them business focussed • Work to design principles • Avoid boiling the ocean !
    13. 13. Retail IT Director Org Design Head of Change Delivery Apps Architect Lead Project Manager Process Flow Product Dev. Manager Test Lead Portfolio Planning Role Description Head of Change Delivery Behaviour s Skills & Knowledge Accounta ble Responsi ble OUT IN Consult Inform Role 1 A - PP-1 - PP-3 - PP-4- A R C Role 3 C A C Test lead - Head of Change Delivery R I R RACI Behaviours Capability Governance & Policies
    14. 14. Transformation only happens when people change.
    15. 15. c. Capability Behaviours d. • Skills • Experience • Knowledge • Partners • Policies • Systems Develop Recruit Source • Customer-focussed • Accountable • Collaborates • Professional • Quality • Responsive Agree Reward Lead
    16. 16. e. Leadership is Critical “Ask not what your team can do you.. ask what you can do for your team” • Create the conditions for success • More Leadership • Less Management Leadership • People will follow our leadership . . . . communicate, delegate, support, trust
    17. 17. 6. Engagement and Implementation • We already have engagement and ownership . . . • • • • • IT led Disseminated ownership Involved as many people as you could Changed from within - not from above Communicates/consulted relentlessly • Implementation • • • • Staged Team-based / imaginative One-to-one conversations Business road-show
    18. 18. Leadership Questions? How was it for you? Structure Process David Bottomley - bottomley@ntlworld.com

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