Global Services Re-Alignment

Global Services Re-Alignment

This world-class engineering company needed assitance in moving from a regionally managed, tactically-aligned IT organizational structure, to employing a strategically-aligned, globally-focused, standards-based approach, so as to drive operational costs down, improve services levels, and begin the process of reconciling the divergent solution platforms that existed on both a industry and geographical basis.

Again, working with the CIO, SVP of Technology and his senior staff, I helped drive the implentation of key metrics and business processes to support the organizational changes, and move his staff, and their practices toward the vision of a company that could sustain rapid growth through acquisition without dismantling that which had already been accomplished, or the entreprenurial, get-it-done attitude which had fueled their rapid expansion.

I worked primarily with Global Services, and an newly formed entity – IT Administrative Services, which established essentially the pivot-point for the transformation. The new organization facilitated the shifting of focus away, from being too rigidly aligned to the regional business units, and toward a more appropriately constituted agenda which balanced local interests and strategic objectives.

Largely the effort to initiate the globalization, was based on developing and organizational structure and a series of key metrics which help drive further consolidation and standardization of processes – from within Global Services such as customer engagement, and deployment, and away from Global Services, such as metrics, procurement, audit compliance, and asset management.

Where it was deemed absolutely necessary, to meet financial or other strategic objectives, IT Administrative Services, procedurally subjugated Global Services to follow centrally prescribed business processes for functions such as procurement, audit-compliance, and capital spending, in addition to serving as a repository for operational performance metrics across all essential core functions.

Other groups and individuals within the CIO’s directive facilitated the IT organization’s re-alignment with the Engineering Solution customers, and Corporate Systems reporting requirements, by employing standards and procedures to facilitate common data repositories for tracking mission and project deliverables. This afforded rapid revenue realization, but without the inherent problems of a top-down, and “top heavy” standardization effort.

The overall effect was a “realigned” IT organization that could respond quickly, not only to regional business needs, but also to strategic direction from the top, produce deliverables in a manner that did not restrict localized autonomy or impose unnecessary restrictions with respect to methods, and ensured expeditious revenue realization on a global basis.

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