Internal Structure
Define the internal structure of the IT function so that it supports the organization's strategic direction and culture. The definition includes, for example, reporting lines, roles, responsibilities, accountabilities, and span of control (that is, the number of employees reporting to each manager).
Improvement Planning
Practices-Outcomes-Metrics (POM)
Representative POMs are described for Internal Structure at each level of maturity.
- 1Initial
- Practice
- Informal activities in place based on best endeavour of staff.
- Outcome
- IT is a local order taker, close to each business unit and providing high reactivity.
- 2Basic
- Practice
- Decide on a standard operating model based on the results of organization and business diagnosis.
- Outcome
- Standard operating model in place.
- Metric
- % of units follow standardized operating model.
- 3Intermediate
- Practice
- Put in place formal mechanisms and processes to allow for adaptation of standard operating model of individual IT functions.
- Outcomes
- Operating model has individual components.
- First multi-mode approaches emerge.
- Metric
- % of units follow standardized operating model.
- 4Advanced
- Practice
- Put in place a range of operating models, from industrialized IT to innovation centres, which are defined depending on product, maturity, market, technology, etc.
- Outcome
- IT operating models builds basis for the implementation of efficient IT processes.
- Metric
- Number of coexisting operating models used.
- Practice
- Include industry benchmarks into the operating model.
- Outcome
- IT operating models builds basis for the implementation of efficient IT processes.
- Metric
- Number of coexisting operating models used.
- 5Optimized
- Practice
- Continuously optimize multi-mode operating model.
- Outcome
- Operating model meets needs of IT at all times.
- Metric
- Frequency of optimization (# of iterations per year).