Implement a New IT Organizational Structure

Prioritize quick wins and critical services during IT org changes.

The Situation

Organizational design implementations can be highly disruptive for IT staff and business partners. Without a structured approach, IT leaders may experience high turnover, decreased productivity, and resistance to the change.
CIOs walk a tightrope as they manage the operational and emotional turbulence while aiming to improve business satisfaction within IT. Failure to achieve balance could result in irreparable failure.

Implement a New IT Organizational Structure visualization

Leverage Info-Tech’s organizational design implementation process and deliverables to build and implement a detailed transition strategy and to prepare managers to lead through change.

Follow Info-Tech’s 5-step process to:

Effect change and sustain productivity through real-time employee engagement monitoring.
Kick off the organizational design implementation with effective communication.
Build an integrated departmental transition strategy.
Train managers to effectively lead through change.
Develop personalized transition plans.

Blueprint Contents

Implement a New IT Organizational Structure – Executive Brief
Implement a New IT Organizational Structure – Phases 1-3
Implement a New Organizational Structure – Phase 1: Build a Change Communication Strategy
Organizational Design Implementation FAQ
Organizational Design Implementation Kick-Off Presentation
Implement a New Organizational Structure – Phase 2: Build the Organizational Transition Plan
Organizational Design Implementation Project Planning Tool
Implement a New Organizational Structure – Phase 3: Lead Staff Through the Reorganization
Organizational Design Implementation Manager Training Guide
Organizational Design Implementation Stakeholder Engagement Plan Template
Organizational Design Implementation Transition Plan Template

Member Testimonials

After each Info-Tech experience, we ask our members to quantify the real-time savings, monetary impact, and project improvements our research helped them achieve. See our top member experiences for this blueprint and what our clients have to say.

7.5/10

Overall Impact

$7,800

Average $ Saved

8

Average Days Saved

Member Testimonials
Client	Department of Justice - Drug Enforcement Administration
Experience	Workshop
Impact	10/10
$ Saved	$13,600
Days Saved	10
Testimonial

Member Testimonials
Client	SaskTel
Experience	Workshop
Impact	5/10
$ Saved	$2,000
Days Saved	5
Testimonial	Facilitator did a reasonably good job with time management and in explaining the purpose of the workshop and encouraging attendee participation. Ho... Facilitator did a reasonably good job with time management and in explaining the purpose of the workshop and encouraging attendee participation. However, some of the concepts were lacking clear and easy to understand explanations and examples provided were not relatable to our industry. Identifying our SWOT analysis on day 1 and mapping out our capabilities to highlight our heat map was quite an insightful process on day 3. This comprehensive approach allowed us to clearly see our strengths, weaknesses, opportunities, and threats from a unified perspective. Additionally, the interactive sessions and collaborative discussions provided valuable perspectives and actionable insights that we can leverage to drive our division forward as a team. The team all commented how they appreciated the group discussion, having the IS Leadership team together, participation. Everyone spoke openly about the issues rather than being territorial. Perhaps we were not clear enough in our ask, but this workshop has not delivered to our expectations. There was no alignment to gaps, improving capabilities, solving business problems, or improving quality in order to strategically reposition and restructure the IS Division. After 4 days, there is still some confusion on the outcomes and how to move this forward with next steps. It might have worked better if the discussion began with the model of where IS needs to be operating and then discussion about capabilities. There seemed to be a lack of understanding of the archetypes of operating models and not enough time spent on establishing the design principles which would have guided our decisions on operating model and ensure we are structured to deliver to the enterprise goals. It is understood that this was an accelerated workshop but perhaps the piece missing was identifying up front where in the normal 4 phased approach to Designing the IT Org for the Future that we were focusing on. It also would have been better for participants to read and understand (or come armed with clarification questions) on the different Operating models prior to starting the workshop. After a couple long days, nobody wanted to go home and read and digest new material. The facilitator had a lot to manage in these sessions and feel that some of the documentation of some decisions or conversations was missing because of it.

Member Testimonials
Client	Experience	Impact	$ Saved	Days Saved	Testimonial
Department of Justice - Drug Enforcement Administration	Workshop	10/10	$13,600	10
SaskTel	Workshop	5/10	$2,000	5	Facilitator did a reasonably good job with time management and in explaining the purpose of the workshop and encouraging attendee participation. Ho... Facilitator did a reasonably good job with time management and in explaining the purpose of the workshop and encouraging attendee participation. However, some of the concepts were lacking clear and easy to understand explanations and examples provided were not relatable to our industry. Identifying our SWOT analysis on day 1 and mapping out our capabilities to highlight our heat map was quite an insightful process on day 3. This comprehensive approach allowed us to clearly see our strengths, weaknesses, opportunities, and threats from a unified perspective. Additionally, the interactive sessions and collaborative discussions provided valuable perspectives and actionable insights that we can leverage to drive our division forward as a team. The team all commented how they appreciated the group discussion, having the IS Leadership team together, participation. Everyone spoke openly about the issues rather than being territorial. Perhaps we were not clear enough in our ask, but this workshop has not delivered to our expectations. There was no alignment to gaps, improving capabilities, solving business problems, or improving quality in order to strategically reposition and restructure the IS Division. After 4 days, there is still some confusion on the outcomes and how to move this forward with next steps. It might have worked better if the discussion began with the model of where IS needs to be operating and then discussion about capabilities. There seemed to be a lack of understanding of the archetypes of operating models and not enough time spent on establishing the design principles which would have guided our decisions on operating model and ensure we are structured to deliver to the enterprise goals. It is understood that this was an accelerated workshop but perhaps the piece missing was identifying up front where in the normal 4 phased approach to Designing the IT Org for the Future that we were focusing on. It also would have been better for participants to read and understand (or come armed with clarification questions) on the different Operating models prior to starting the workshop. After a couple long days, nobody wanted to go home and read and digest new material. The facilitator had a lot to manage in these sessions and feel that some of the documentation of some decisions or conversations was missing because of it.

About Info-Tech Research Group

Info-Tech Research Group is the world’s fastest-growing information technology research and advisory company, proudly serving over 30,000 IT professionals.

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