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(re)gaining control over your IT

Client

DELA

Practice

People, Tech & AI transformation

DELA, a successful funeral services and insurance company, faced two challenges. The organisation needed to get a grip on a large-scale IT project (replacement of a large part of the architectural landscape). As well as getting a purchased insurance platform actually working in the organisation. With all stakeholders aligned.

Our People & Technology Transformation team, provided answers to these questions. After an initial analysis phase, we supported the organisation in solving the major issues in several areas.

 

Our approach for change

The first phase we analysed the challenge together with relevant stakeholders. In the next phase, important elements in our approach were:

  • Building an internal design team that has in-depth knowledge of the current and target architecture (products, processes, technology). Mandate this team to make substantive design choices and work short-cycle with the supplier on product design. Prepare decision making for steering committee;
  • – Establish tight control of the program across the value chain and temporarily supervise various steering bodies;
  • Professionalise the steering committee by preparing documents, coaching on strategic and effective decision making, postponement of decision making, training and increasing understanding of technological issues;
  • Strengthening the executive power of IT (e.g. by strengthening SAFe working methods and temporarily providing an RTE with extensive change knowledge);
  • Stricter regulation of cooperation and contractual agreements with the supplier, e.g. by supporting and challenging internal people in this process;
  • Tightly define and document the production process (from idea to working solution) and set up an internal improvement team that continuously improves the quality and speed of production;
  • Reduce organisational complexity, e.g. by reducing the fragmentation of roles, removing unnecessary control, etc.;
  • Set up portfolio management.
“Don’t underestimate the importance of linking behavior to content. The tendency is so great to go to content and fall back into old behaviors, especially when the going gets tough.”
Ron
program manager

What really changed?

To create breakthrough change, we used our break-through method of operation. This involved three aspects.

  1. Co-creation: From different perspectives, we identify relevant stakeholders that we actively involve in a collaborative and connecting process.
  2. Keeping an open view: We wanted to use as much of the new platform as possible and are open to new directions.
  3. Combining a ‘hard’ and ‘soft’ side. When looking at technical specifications and processes, we always also look at the interaction with people, behaviour and the organisational culture within which the change takes place.

The impact

The project is still ongoing, but results in effective collaboration and control are already becoming tangible. In addition, capabilities have been demonstrably built up such as:

  • Ability to make effective trade-offs about best way to implement ERP
  • More short-cycle cooperation with the supplier & stronger legal position
  • Growth in maturity of agile release train – Much closer involvement and shared ownership with the business
  • Better visibility into key blockages and direction to resolve them

In addition, a grip on the implementation of a large-scale IT project:

  • Grip on the technical and product content side and specifications of the new platform
  • More insight into the organisational dynamics and old patterns that caused the problems
Contact

Want to know more?

contact

Want to know more?

Nienke Huijs
Lead partner