The situation
A newly appointed CIO inherited an organization that needed two things at once: stability in critical day-to-day operations, and a credible strategic direction he could commit to early in his tenure.
Neither could wait for the other. Operational incidents would erode the mandate for transformation; transformation delayed would waste the window a new leader gets.
What we did
- 01Developed the CIO's three-year technology strategy.
- 02Redesigned the operating model and the day-to-day governance framework — decision rights, forums, and cadence.
- 03Helped refresh and expand the leadership team, bringing in new talent where the strategy demanded it.
- 04Stabilized critical operations by instilling operations-management discipline.
- 05Sequenced and kicked off the strategic transformation programs the three-year strategy called for.
The outcome
- Critical operations stabilized under a disciplined management rhythm.
- A three-year strategy in execution, not on a shelf — transformation programs launched and governed.
- A refreshed, expanded leadership team owning the agenda.