Cases of Impact: IT-Services
- An IT service provider reengineers key service and commercial processes to meet changing customer needs. The initiative focuses on directly improving customer feedback, not just technical process improvement. ➔ Customer satisfaction and feedback demonstrate success.
- An IT services corporation systematically acquires IT departments from medium-sized manufacturing companies. Each of the resulting tasks of integrating these units seems to be unique. The task is to accelerate and simplify these processes while increasing buy-in of the new employees. Through solving the problems of individual cases, a standard process is developed, which becomes a corporation-wide guiding standard. ➔ Integrating IT departments into the corporate management system while improving results becomes a key competency of the corporation.
- An IT service and operating company for scientific applications wants to encourage customers to improve the performance of their respective organizations. A “customer-forum” is instituted as a regular platform to discuss issues of cross-organizational cooperation, to determine goals for contractual arrangements, and explore trends for innovation and organizational learning in the IT industry. ➔ Contractual agreements are implemented at a much faster pace. Service provider and customers form an alliance, which becomes a model for the industry.
- Executives of newly formed units of an IT service provider congregate on a regular basis to exchange their perspectives on goals and development approaches. In this process, the executives increase performance targets for their units and update structures and processes accordingly. ➔ Sales and profits increase. The orientation towards results and the use of self-organization remains a permanent impetus for adapting the organization towards resilience.
- With the restructuring of a large IT services organization core teams become dispersed across European locations. Leadership of distributed teams becomes a critical success factor of the business. Team leaders have to reconfigure their routine. A dedicated support process is established, training team leaders, facilitating dispersed meetings and offering coaching for leaders helping them to align their teams. Together with HR, an evaluation system is integrated into the process. ➔ Dispersed teams deliver. A peer-learning process is established and the coordination of HR management supports executives in their new roles, and takes initiative to deal with upcoming issues.
- The CIO of a national retail bank plans to fundamentally increase the impact of implementation projects by enhancing the effectiveness of project leadership. Instead of engaging in a classroom-based training program, existing customer projects are used to develop the leadership process and the collaboration with users. The lever is to focus the projects on clear and ambitious goals for performance and impact, and then have processes and team capabilities improved while following the goals. ➔ Dramatically shorter delivery time and improved customer satisfaction and feedback are realized.
