A substantial gap existed between the IT department and the business expectation. The business and IT departments did not engage, communication was poor, and credibility was low. The decline was addressed by reviewing the current situation, identifying the changes required, and then implementing the changes necessary to build a world-class IT function.

Specifically:

• Undertook a complete review of the current IT function, it’s role, capability, structure, governance, and processes.
  
• Bench marked the IT functions performance, budget, standards, and salaries with industry norms and used this to identify gaps.
  
• Reviewed the IT structure to discover why the IT function was not effective in engaging with the business and delivering successful IT solutions.
  
• Identified the management, cultural, and political issues that were constraining the overall IT capability.
  
• Identified the skill-sets required to deliver the current project portfolio, the current capability, and the gap that needed to be closed.
  
• Built a new business model for the IT function. This was based upon best-practice in other IT functions and was designed to move the IT function and business closer together, and establish clear lines of communication.
  
• Identified a fully-costed programme of work that would migrate the IT function from it’s current structure to the new business model.
  
• Managed a 4-month migration to the new IT function whilst ensuring the current project portfolio was delivered successfully.
  
• Recruited new employees to fill the gaps and ensure the IT function would continue to operate successfully without the need for ongoing support.
  
• Outsourced the support environment to a 3rd party.
  
• Established a new IT governance process to ensure IT was owned at the top level.
  

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