This document discusses how IT departments must evolve to keep up with technological disruption. It outlines three key themes: 1) Today's IT departments are struggling with silos that inhibit innovation. 2) Emerging technologies are creating a "two-speed" IT department with traditional and new skills. 3) The IT organization of the future requires adopting new roles, skills, and an operating model focused on continuous engagement, integration, and improvement. The document provides examples of models and a roadmap for closing skills gaps, building hybrid operations, and establishing governance to align IT with business priorities and effectively manage demand and supply.

1. organisational
evolution
David Favelle
Consulting Director
technology
disruption

2. Themes
1 Today’s IT departments
2 Emerging IT Service portfolio
3 The IT organisation of the future
4 Some useful models
5 The roadmap
organisational evolution meets technology disruption

3. TODAY’S
IT department
Internal Tech silos
Lifecycle silos
Procurement islands
Struggling to engage
Innovation bottleneck
Resisting technology disruption
organisational evolution meets technology disruption

4. 2 speed
IT department
Here or coming soon to your business
Cloud: SaaS, PaaS, IaaS
BYOD
Social
Mobile
Big Data
The long tail of traditional IT
 bespoke
 on-premises
 underinvested
organisational evolution meets technology disruption

5. emerging
CRITICAL SKILLS
needing maintenance human performance
requirements
On premises infrastructure
and application management
service management &
project management
CAPABILITIES NEW SKILLS & ROLES
needing renewal needing adoption
business analysis
emerging technology:
architecture & integration
Cloud, Mobility, Social, Big Data
‘social’ service management
business technology consultants
security & IT risk management
cloud infrastructure management
technology orchestrators
IT user experience
project management business risk managers
technology disruption meets organisation evolution

6. emerging
organisational
OPERATING MODEL gaps
plan-build-run architect-source-integrate-manage
SERVICE MANAGEMENT
operational processes lifecycle phases
INTEGRATION
in-house application clusters SaaS and on-premise hybrid, portability
ENGAGEMENT
SLA and business analysis technology led innovation
organisational evolution meets technology disruption

7. closing the
roles&skills
gap
define
your IT services portfolio
roadmap and sourcing strategy
create
your resource strategy
develop
your resourcing and
professional development plan
organisational evolution meets technology disruption

8. build an adaptable
hybrid operations capability
Business & Internal capabilities,
Integrator & Broker
End Users public & partners
SaaS
PaaS
IaaS
Private
user/device support Cloud
Cloud bridging
service operations
Existing IT capability
service transition
PUPM billing
SSO & security
integration
business continuity
organisational evolution meets technology disruption

9. adopt a lifecycle operating model
Programmes & Project Execution Strategise & Plan
IT Services
Govern Services & Lifecycle and Manage IT Business
Strategy
Disruptive Transform Innovation (WHAT)
Innovations the portfolio Technology
Business IT & Sourcing
Line of Strategy
Business Service
(HOW)
Strategy Pipeline
Plan Service
Engage Business
Change Portfolio & Portfolio
New
Investment
Capabilities the Requirements
Business
Corporate Define & Build
Strategy
Transition
Operational Run Service IT
alignment the Service
Operate & Support
alignment
Assure & Optimise
Business Catalogue
Business
Optimisation
Business & IT Service Operations

10. establish an SMOfor end 2 end control
Business Engagement Service Management Governance
Model Model Office (SMO) Model
LoB Partners & Relationship Managers
LoB Service Owner 1
Service Reporting
Design & Transition
Assurance IT Investment
Committee
LoB Service Owner 2
Line of
Service Level Management
Service Risk
business Management
& LoB Service Owners n
enterprise-
Demand/Capacity
Service Billing
wide Forecasting (Run) IT Services
Operations
services Committee
Enterprise Service
Owners 1…n Continual Service
Improvement
Operations
Asset/Vendor Process
Owners Owners
Suppliers

11. Align your structure to
the operating model
Business advisor
ICT governance facilitator
Innovator and entrepeneur CIO
IT risk manager
Technology value manager
Investment portfolio
Relationship management
business partner business partner business partner business partner
Business Analysis
Service Management
Corporate BU1 BU2 BU n
Governance
Risk
IT Design and Management
Facilitating
Designing
Planning
CTO PMO SMO VMO
Managing
Improving
Implementation and Operational Teams
Project execution Application
Service transition Service Infrastructure
Service Desk Development Data Centre Data Comms
Service operations Management Operations
& Support
Continuous
improvement
technology disruption meets organisation evolution

12. a program for getting it done
TRANCHE 1 TRANCHE 2 TRANCHE 3
blueprint & quick wins build capability extend & optimise
Workstream 1
IT Capability & Governance Blueprint Monitor & Direct Monitor & Direct
Workstream 2 Build Extend & improve
IT, processes & standards Design
Workstream 3
Professional development Strategy Build Extend & improve
& skills
Workstream 4 Build &
IT automation tools Review Align & optimise
implement
organisational evolution meets technology disruption

13. key
3
takeaways
establish the
service
portfolio
target
Design your champion
2 Speed IT business & IT
shop & establish a collaboration
change programme

14. finding the
variables
HEADROOM
What are the in my
Demand & Supply equation?
Where am I spending my budget? for all of this
% RTB, CTB, TTB
Where are we spending our time?
% BAU Vs Project Vs Innovation
What can be delayed or stopped?
Revisit your risk appetite and processes
Get the business to govern demand
based on their priorities

15. organisational
evolution
David Favelle
Consulting Director
technology
disruption