Restructuring of an IT service provider
Public-sector IT service provider
EUR 39m → < 15%
Crisis
IT turnaround
Automotive supplier owned by a private equity firm
- Company
- ≈ 5,000 employees
- Role
- Interim CIO (fractional)
- Responsibility
- 10 IT employees; reporting to CFO/CDO
- Scope
- IT organisation and IT integration of the group
- Period
- 2024
Day 1
Microsoft Dynamics 365 Business Central live by Day 1
M365
M365 rollout brought out of its dead end onto the home straight
0 departures
No loss of key staff despite external refilling of the head of IT position
Starting point
IT lacking market orientation
For years an excessive security level was the goal; efficiency suffered, shadow IT emerged.
Conflict with the board
After a change on the board, changes were decided over the head of IT management; IT split into camps.
Projects off plan
Dynamics 365 rollout off plan, M365 rollout in a dead end.
Objectives
- IT leadership and board able to act together
- Connection between IT and the business
- Quick wins in business processes
Measures
- Mandatory use of existing collaboration tools
- Repositioning of IT within the company
- Collaboration between IT and business units reorganised
- Contractual basis created for regulatory requirements on cloud services
- IT governance with change advisory board, IT principles, RACI and policies
Decisive turning point: Mandatory use of the existing collaboration tools; head of IT position refilled externally without losing key staff.
How I proceed
- Day 30Ability to act and decide
Situation, risks and decision papers are on the table; the first decisions have been taken.
- Day 60Stabilisation and alignment
Operations are stable, governance and reporting are running, the target picture is agreed.
- Day 90Ability to transform
Organisation, plan and budget carry the implementation; it runs in phases with accepted outcomes.
More case studies
Post-merger integration
Pharmaceutical wholesale, critical infrastructure
Major incidents 18 → 1
Situation
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