Assessing IT Operations and Governance

• A situation needs better understanding before a course of action can be agreed

• IT needs to be better aligned with the business strategy and priorities

• There are limited controls placed on purchasing technology

• There are limited controls placed on engaging IT suppliers​

• The portfolio pipeline is not streamlined for how business requests flow as demands into IT

• An independent review is required due to hesitancy around signing a large IT supplier contract

• Difficulty understanding which building blocks of the organisation align with the ESG themes

• The Board has asked for a technology assessment or whitepaper to help inform a pending decision

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Case studies: Strategic Planning & Roadmapping  |  Agile Portfolio Transformation  |  Digitising Business Services  ​

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Uplifting Architecture & Engineering

• ​Delivery seems to be taking a long time and comprimises are continuously being made

• ​There are no agreed understanding on what needs to change, and in what order they need to change in

• The IT landscape is continuing to get very complex and there are a lot of applications that not many people know much about

• There is a lot of pressure being placed on a handful of people who seem to know the most about the systems

• Engineering teams are not following agreed patterns and using common libraries, and very little is automated

• Teams are struggle to focus on systems modernisation, while also delivering business changes on legacy systems

• Knowledge of IT seems to be spread across Confluence, PowerPoint packs and other office documents

• A deep technical assessment is required on a legacy system before a change can be agreed

• The design process is not considering the desirability, feasibility, viability & adaptibility views for new solutions

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Case studies: Architecture Practice Uplift   |  Data Governance   |  Systems Modernisation Planning​​

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Adopting Cloud & Planning Migrations

• A cloud assessment is required as Cloud operating costs seem to be very high​

• Engineering teams seem to be using the Cloud Management Console to make a lot of their changes

• Engineering teams are unsure of the best approach for integrating their applications

• Stakeholders think migrating a monolithic system to the Cloud should be easy, because it's already running on-prem

• Only a few engineering teams are working with Cloud services but they seem to be doing it differently

• There are no plans, nor roadmaps, being use to guide any cloud migrations

• There are difficulties planning datacentre consolidations, or datacentre migrations

• It is difficult for teams to standardise on workflows and tasks, in order to increase automation

 

Case studies:  Government Cloud Design  |  Cloud Migration Planning​

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Evaluating Emerging Technology​

• ​New ideas being tested are not including considerations for compliance, security and commercial impacts

• There are a lack of real business use cases being used when evaluating emerging technology

• Divergent views are not being used when exploring new technologies and new ways of thinking about a challenge or problem

• There are many different ways of evaluating technology and it's becoming difficult to make purchasing decisions

• Different teams are trying to fix the same problem, but not working on it together

• When technology components are evaluated, the organisational impact, risk and costs are not fully understood

• There are no common ways of bringing new technology into the organisation

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Case study: Innovation (AI-assisted Compliance)​

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Private Equity & Venture Capital​

• You require more visibility into the technology being used within the organisation

• You require a strategic plan and roadmap for simplifying or modernising the technology within the organisation

• You require a deep technology assessment during due diligence

• ​Your portfolio company requires an interim IT leader or a shadow-guide to help manage change

• A startup requires an interim IT leader to drive their product launch roadmap

• An entity requires operational improvements and guidance to help move them from startup to scaleup