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Anchoring adaptable IT organizations

Short product cycles, increased customer requirements, growing competitive pressure, and innovative business models are constantly placing new and ever-changing demands on organizations. However, the potential of IT value contribution for the entire company is often not fully exploited.

Project delays, the non-transparent scope of services, disruptions, lack of customer focus and high costs often lead to general business dissatisfaction. The transformation of IT landscapes and corresponding competencies is inevitably necessary to keep the entire company agile and adaptable.

Building future-proof IT landscapes

The ability to react directly and purposefully to changes and to adapt is increasingly becoming a substantial success factor. The central hub for digitalized, sustainable business structures is the IT organization. While it used to be rather technology-driven and with the pure purpose of IT operations, it is now developing into a central and operative service unit. The transformation of IT is thus much more than just answering the question of how new technologies can be integrated into existing architectures. New methods are necessary and must be lived, learned and experienced in the company. Existing working models are supplemented with methods such as DevOps or product-oriented organizations. Even if we are talking about IT transformation: people play an immensely important role. They shape the change, must understand the change and support the change.

Facing the high speed of change with automation and disruption.

IT transformations are complex and involve numerous risk factors. Changes usually affect all business areas and influence the competitiveness of the company. Establishing technological disruption and the adaptation of internal IT to be able to react to current, foreseeable and as yet unknown requirements as an ongoing process are the main requirement for corresponding transformation projects. It is a matter of finding and implementing the appropriate organizational form, away from line organization and towards network organization. To replace the prevailing project-oriented way of working with a product-oriented agile culture.

Changes in the IT organization are often made selectively and without an overall view of the company - in many cases, these changes do not lead to the desired result. In ignorance of their performance and the increasing business requirements, IT is not managed in a goal-oriented manner. This results in services that are regarded as insufficient or not very supportive by the business departments.

With our experience from numerous transformation projects, extensive technical knowledge, and a pragmatic approach, we support you from the definition of the new strategic direction through to implementation. With no commitment to specific technology vendors, we stand by your side as a neutral consultant, our only obligation is your success.


We achieve this together with you - and even more:

  • Conducting an IT assessment to create the necessary transparency (such as, among other things, identifying value enhancement potential, evaluating IT process maturity and IT performance, reviewing the application and infrastructure landscape, reviewing the project portfolio concerning business needs, assessing whether the future requirements of the business departments can be covered by IT, etc.).
  • Development of a new operating model for new products, services or market appearances
  • Standardization, automation, and harmonization of your organization

Your contact persons

Porträtfoto von Stefan Rieder
Stefan Rieder Senior IT Operating Model Enthusiast
Next generation (D)IT-Operating Models, Large-scale IT Transformation Programs, IT Sourcing Advisory, Outsourcing & Negotiations
Porträtfoto von Jochen Gajda
Jochen Gajda IT Assessment, IT Transformation Project Management, Sourcing Transformation & Contract Optimization
Porträtfoto von Cornelius Kündig
Cornelius Kündig IT Operating Model and Organisation Maturity, Organisational Change Management