A national enterprise operating in a highly regulated industry. The company’s IT department had grown reactively over time, resulting in inconsistent team structures, unclear responsibilities, and growing pressure from business stakeholders to modernize and deliver faster.
The CIO and executive leadership team were facing mounting internal frustration over perceived IT inefficiencies—but lacked clear insight into whether the problem stemmed from people, process, or structure. Without alignment across senior leaders or a shared understanding of how IT currently operated, the company risked making costly, ineffective changes without a grounded strategy.
They needed an honest, objective view of their IT function—along with a roadmap for what to fix, what to invest in, and how to communicate change.
Conducting 30+ interviews and facilitated workshops across IT and business stakeholders
Mapping the current IT organizational structure, services, and delivery model
Identifying misalignment between perceived vs. actual IT responsibilities
Developing a detailed set of findings around:
Providing a strategic roadmap with short-, mid-, and long-term recommendations
The goal was to establish shared language and clarity—so leadership could act with confidence and prioritize the right changes.