Advising On How To Bring Business and IT Clarity To New Operating Model
Wednesday 28th June, 2017
The client, a world-leading pharmaceutical company, needed advice on how to take the Operating Model for their Architecture function forward.
Amongst the challenges facing the client were unclear roles and responsibilities of the Architecture function within the organization, a lack of accountability for the design of new systems throughout their IT environment, and mis-communication between IT and the business functions that resulted in a failure of the new systems design to meet their needs.
Coeus worked with IT, business management and senior management teams to create an Architecture Operation Model that met the needs of the client at all levels.
We had to show we understood the current issues, design goals and the current strategy for IT and where the Architecture team fits in. We then agreed on the key deliverables and functions of Architecture based on the needs of the client and the wider market.
We created a ‘steering group’ and gathered key constraints and targets to feed into the Operating Model (OM) including areas such as financial goals, legal constraints, business projects and timings.
The OM we created was based on an iterative design considering all internal and external requirements – which was reviewed and updated with the steering group.
Coeus produced a definition for the new Architecture OM with a clear definition of roles and job descriptions. We demonstrated the new design principles with another project, the new Manufacturing support system.
Coeus included in the architecture strategy an interface to the group strategy to ensure alignment across both IT towers and the wider business.
The deliverables produced an Operating Model and implementation plan that provided a clear understanding of what the Architecture team should deliver and how the function should interact with other key teams in the business and IT - with much greater levels of efficiency and less duplication of effort.
The new operating model provided more focus on delivering benefit to the business. Following this programme, the output was linked to business enablement and strategy and / or cost optimization, not just purely technology driven roadmaps.
We helped provide a platform for collaboration between the Architecture disciplines, to create a solution for the strategic initiatives and introduced clear roles for skilled Solutions architects to support new projects.