IT Organisation is the glue between IT day-to-day operations and the direction set by your IT strategy. Done well, it makes strategy executable. Done badly, it's where good plans go to be quietly absorbed into committees.
Org structure, reporting lines, escalation paths, RACI on the calls that actually get made.
Vendor portfolio, sourcing strategy, contract calendar, leverage points.
Lightweight enough to be adopted, rigorous enough to steer.
Decision rights, investment control, executive reporting, board-facing transparency.
CMDB, lifecycle, procurement discipline.
ISO 27001, NIS2, NIST 800.x, CMMC, DORA. Compliance trajectory and operational reality.
One register, one scoring scheme, one quarterly review. Shared with the business.
The technical discipline. Releases, change advisory, controlled rollouts. Not the human-side discipline.
Where the strategy is breaking down. Where the team is operating without authority. Where authority is held without responsibility.
Org structure, RACI, ceremonies, decision rights. Designed for your size and risk profile, not a reference architecture.
Stand up the new structure, transition vendors, install governance cadence. Live for a full reporting cycle before we leave.
Senior IT managers running the new structure. We coach through the first two quarters, then step back.
In a regulated services context. 12.5% reduction in operating costs through sourcing and contract discipline.
In a Belgian logistics group with multi-country operations, while preserving operational flexibility.
Across acquisitions. Reduced key-person dependency, strengthened succession readiness.
Multi-country EMEA mandate. ITIL-based service management installed.
IT Strategy is the multi-year direction. IT Operations is day-to-day delivery. IT Organisation is the layer in between, which is where most companies lose time. Engagements often combine two or three depending on where the friction is.
No. We design the target structure with the executive sponsor and affected leaders, name what changes, and execute the transition with whatever level of consultation your culture and country require.
Bring it. We'll tell you whether the gap is structure, governance, or talent.