Operating Model Transformation: Information Technology


Organisational Challenge

A 10,000 person Global IT Division of a large Financial Services institution, was responding to market challenges and undertaking cost saving initiatives. They were trying to design and implement a new operating model, comprising of a new organisational structure and processes, different working practices and ways of relating

We were engaged to develop the executive teams transition leadership practices and support them while designing their transition and implementation plan



We assisted the executive team and internal support functions by:

  • Conducting a cultural survey, that revealed that they were entangled in historical bureaucratic ways of working and fear driven political behaviours that challenged their relationships with each other, colleagues and clients
  • Working live in the moment alongside leaders with their day-to-day operational challenges, supporting them to draw awareness to patterns of thinking, behaviour and functioning, highlighting how they were unknowingly stalling their change agenda
  • Encouraging awareness for the practical day-to-day implications of political responses, that were derived from fear of the unknown
  • Enabling the leaders to clearly articulate the purpose and intent of the new future, and actively engage their workforce as part of the process



  • The workforce was encouraged to take, and took, responsibility for the transformation process
  • Time was created for mutual dialogue, trust and respect at all operational levels
  • Leaders were able to hear and understand the fears and anxieties of those who they had originally perceived to be resistant to the change


Long-Term Impact

  • New energy, hope and excitement about the potential of the future began to emerge as different conversations, with new types of relationships and partnerships were built with the leaders, their workforce, colleagues and clients
  • Leaders were able to interrupt their old dysfunctional ways of working and experiment with taking a more empowering approach to leading their division
  • Revenue generating clients sought the input and advice from their IT partners, prior to launching new products or consolidating new business opportunities
  • The function developed self-sustaining capabilities for navigating complex industry challenges