How are you assessing your organization's readiness for changing its IT operating model? What actions did you take to enhance this readiness and ensure a smooth transition?

At the end of the day, the organization doesn't micromanage the intricacies of IT operations. The CEO, CFO, and HR collaborate closely, but as long as service levels are maintained and the business is supported, the details remain transparent to the business. If transparency is lacking, we communicate any changes that will occur.

Typically, these changes are seamless from the business's perspective, focusing on cost optimization, which is universally supported. I'm not usually aware of optimizations within other business units unless they significantly impact reporting structures or daily interactions. In such cases, we have communication channels and regular leadership meetings to discuss these developments with peers. Overall, the process is quite organic and doesn't constitute a major event when it happens.

When a transition is underway within an IT group, it's often because there's a problem that needs addressing. For us, it was straightforward. There were numerous issues that needed attention. During my first month, my approach was to conduct a listening tour, engaging with all business stakeholders to understand their pain points. As I interacted with my colleagues, who have extensive experience, we noticed a pattern indicating a necessary transformation.

Before implementing any changes, I gathered all the identified pain points to ensure that the plan I developed would address them. Additionally, I aimed to preemptively tackle issues related to efficiency and defect density on the technology side, which the stakeholders might not have been aware of. Ultimately, my goal was to ensure that all business concerns were addressed while also improving internal processes that were not visible to the business. This comprehensive approach is crucial for preparing for a successful transformation.