IT Shared-Services Transformation

 

Background

A major Health and Hospital network engaged Princeton Information to help facilitate a Functional Redesign process for their entire IT division in order to transform the IT organization from the decentralized and fragmented service environment that currently existed, to a more modern and cohesive shared-services model.

The future state organization model outlined a combination of the base ownership and management structures along with distinct functional areas that defined the new centralized services that were to be provided under the shared-services approach to the greater hospital networks.

Challenge

Based on the order of magnitude for this initiative, the inherit risks and the expansive nature of the transition plan, it was critical that clear leadership was established with a constant management presence in place to ensure the successful organizational change management.

Our objectives were to have the IT leadership team fully understand the new organization and overall change initiative, gain their buy-in, engage them in the definition of the new shared-services organization, including IT functions, services, roles and responsibilities and transformation roadmap.

Solution

Princeton Information created a central management role to help the current IT leadership team develop and execute the transition from a decentralized set of nine hospital networks to a single shared-services organization where particular attention was required in managing the far reaching effort.

Princeton Information led the Transformation Program through the “Stabilization” stage where datacenters were first consolidated and core organizational changes were put in place. Second, to drive the overall IT transformation, Princeton Information conducted an initiative that involved the planning and implementation of the functional design, services, and roles and responsibilities, evaluated and determined the IT Governance practices, and assessed and redefined the IT security & operational risk management program.

The design process involved 15 senior IT leaders and some 50 of their direct reports. While applying industry-leading practices based on COBIT 5 and ITIL frameworks, Princeton Information conducted individual and group interviews, data collection and evaluation, and facilitated group design sessions to define the new functional areas, IT organization and a 2-year migration roadmap and program plan.

Vitals

Functional Design, Organization Change Management, COBIT, ITIL, NYCHHC