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Client story – mobilising IT development organisation for executing digital business strategy


A global leader in the shipping industry was about to execute ambitious digital business strategy to differentiate themselves from competition. The IT Development Organisation was reorganized, and the new leader kicked off a transformation programme to define and build the structure and competencies needed to support the digital business objectives now and in the future.


The organisation was in the middle of delivering significant business releases and it was not an option to slow down while building capabilities. The tires has to be exchanged while driving.

IT capability maturity was in general low (which is normal for the industry) and therefore improvements across the board was needed. Limited internal resources were available to drive the maturity improvement.


The starting point was defining the vision and  carry out a detailed assessment of what success would look like.

A systematic approach and industry best practice were applied to ensure getting 360 degrees view of all capabilities needed, as well as defining the future state working climate in order to become a compelling world class IT SW development team for both customers and employees.





Based on the Vision and definition of what success looks like, a comprehensive performance model, and a current state baseline was defined. Knowing the target as well as the baseline enabled creating a multifaceted transformation roadmap of initiatives needed to close the gap.


All of the work products were established in full alignment with the emerging leader team and key stakeholders to ensure ownership, while also created a strong foundation for wider communication and story telling.


Aligned leadership team with clear vison to pursue when moving into full execution in 2017.

Comprehensive documentation of the vision, target state capabilities, Performance Model and balanced KPIs to measure contribution to business priorities, baseline of current capabilities, and a roadmap of initiatives to close the gap.

Strong and well documented cases to ask for additional funding to build capabilities.



Adding capacity to the leader team at interim while hiring the permanent leadership team has enabled a kick-start of the mobilisation and transformation.

Leaning against industry leaders and best practices have enabled defining all the work products without extensively drawing on the internal organisation while still ensuring engagement and buy-in through focused dialogue, interviews and reviews.

The new leaders can now hit the ground running as they have a clear target as well as an assessment of current state to build upon.

The Performance Model will support the leadership team in measuring continuous improvement and  help them staying on course.




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