Coreinternational, with Paul Tremlett as project lead, undertook a multi-phase, multi-year initiative working with the CIO, the EVP Applications, and the EVP Infrastructure as the principal, accountable, executives. Human Resources and Communications, at several levels, became COREinternational’s internal partners.
Phase One included a review of the current organization structure in light of the desired end state and business goals to develop strategic approaches to consolidating it and managing the inherent change for employees that would be involved. The phased approach described below was decided upon and timeline for full achievement of the CIO’s commitments was set at 4 to 5 years. It should be noted that these phases were both discreet at some level but operating to some degree in parallel.
Phase Two involved the integration of the various “mini-CIO” organizations across the bank into one Applications function in IT under the CIO. Where appropriate and easy, Infrastructure began the process of outsourcing work and/or bringing some pieces into the central fold, e.g all email systems. Included in this phase were significant change management activities primarily within IT Applications to “bring people along” and most definitely with the business so as to minimize any disruption to their customer facing outputs.
Phase Three saw a gradual extraction of infrastructure work and accountability out of the various Application organizations with decisions coincidentally made to either insource or outsource it. This began to create the need, simultaneously, to build the appropriate internal Technology Infrastructure organization design, managing the shift of roles, people, etc from several organizations to the centralized group. A key change management implication in this work involved the necessary downsizing that occurred as a result of the integration and the outsourcing.
Phase Four saw the full implementation of the structure focusing upon cascading of role clarity at each management level within both the Applications and Infrastructure organizations. COREinternational developed the implementation plan and process and facilitated the cascade of accountabilities from the EVP level, across all functions, down to the front line manager level, including cross-boundary work and authorites. The process of undertaking the cascades in each subunit of Applications and Infrastructure allowed for sound change technology to be applied enabling solidification of the centralized IT function in the bank. A constant in this phase was considerable management of the various business lines to ensure understanding and satisfaction. It also involved managing change regarding where certain roles were placed, i.e. some roles moved out of the business into IT and also the reverse in some instances. Some were eliminated and some were outsourced.
Phase Five might be called the “partnership building” phase. Much work needed to be done to ensure that intra both Applications and Infrastructure there was effective cross-boundary collaboration and teamwork with a view to efficiencies and consolidations to eliminate duplication, all of which required multiple change related interventions. Also, with the creation of Applications and Infrastructure there was a need to ensure “one face” to the business. This too required multiple interventions, including one large group session involving all staff from both functions to set the tone and expectations and to harness staff creativity and energy toward worthwhile connecting and business interfacing activities. And, again, as this work moved along, interfacing with the business lines was impacted which had to be managed simultaneously.
