There are three places where IT actually breaks: the delivery model, the hiring and bonus design, and the alignment between IT and the business. Most companies have one of the three on fire and the other two simmering.
The four engagements below are how I help fix them. The first is the diagnostic - the right place to start if you are not yet sure which is yours. The other three are the targeted fixes, sized to the problem.
If you would rather take a five-minute self-assessment first ->
Stop guessing whether IT is the bottleneck. Get a defensible, written answer in 4-6 weeks.
This is the engagement to start with if you are uncertain about the diagnosis - or if you are an executive who needs a neutral read that is not coming from your CIO and not coming from a Big-4.
Most leaders who ask for an assessment expect to discover that IT is slow.
Most discover that the structure around IT is producing the slowness, and the team is doing better than anyone realized. Either way, you walk away with the truth, on paper, in language your executive team can argue with and act on.
WHAT YOU WALK AWAY WITH
Format: 4-6 weeks. Paid. On-site interviews plus document and process review, ending in a written deliverable that is defensible to your board.
A Roadmap your CFO can defend, and your team can actually deliver.
Most Roadmaps are wish-lists wearing a project plan's clothes. There is no capacity model behind them. The business reads the document and assumes that whatever is on the page is going to ship; the team reads the same document and knows that two-thirds of it cannot ship.
The argument that follows is what destroys most CIO careers.
This engagement turns your Roadmap into a real plan: what is shipping, when, with what capacity, and what the business gets at each quarterly milestone, in language they actually use.
WHAT YOU WALK AWAY WITH
Format: Typically 6-8 weeks for the build. Optionally followed by a lighter monthly cadence to keep it honest as the year unfolds.
Stop hiring developers who do not move the Roadmap.
The hire that did not change anything is almost never a hiring problem. It is a role-definition problem, an incentive problem, or a delivery-model problem disguised as a hiring problem. Pouring more developers into a system that does not know how to use them increases cost without increasing output - and your CFO has noticed.
This engagement looks at what you are paying for, who you are paying it to, and whether the bonus structure rewards activity (tickets closed, lines of code, hours) or outcomes (the things the business actually cares about). Then we redesign the parts that are producing the wrong behavior.
WHAT YOU WALK AWAY WITH
Format: Typically 4-6 weeks of design, plus ongoing support during the first two or three hires made under the new model.
Manage change without chaos. Hit the SLA. Match the speed of the business.
The pattern is familiar. Changes go through ad hoc; half of them cause incidents; the team gets blamed for the incidents; over time the team stops attempting changes that the business actually needs, because the personal cost is too high. Meanwhile the business concludes that IT is slow.
The fix is rarely a heavier process. It is a lightweight, deliberate Change Management cadence; an SLA the business actually cares about (not all of them - one); and a delivery model where speed and quality stop being at war with each other.
WHAT YOU WALK AWAY WITH
Format: Typically 6-8 weeks of design, plus three months of running it alongside your team before handing it back fully.
Three adjacent capabilities I bring in when the situation calls for them:
IT Leadership Master-class - a tailored, interactive working session for your IT and business leaders. Not a generic leadership course. The frameworks from Practical Guide for IT Leaders applied directly to your company's situation, in your room, with your real problems on the table.
Data Warehouse and Business Intelligence - if your assessment surfaces that the executive team cannot trust the data they are receiving, a clear, single-source-of-truth DWH/BI build is the right next step. I scope and oversee; My partners delivers.
Network and IT tailored services - (with my partner ITcare) - if your assessment surfaces technical issues with your IT infrastructure, ITcare services is the right next step. I scope and oversee; ITcare delivers.
If you know which engagement fits, book a 30-minute call and we go straight to scoping.
If you are not sure, take the 12-question assessment first - it will tell you which of the three culprits is dominant in your case, and that determines which engagement is the right one to start with.
If your situation is something I have not described above, the call still costs nothing. I will tell you within the first 10 minutes whether I can help. If I cannot, I will tell you who can.
- Radu
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