Defining a future state operating model for a global transport technology company

Key challenges
  • > Ambition to migrate to cloud in two years

  • > Sought an automated infrastructure offer

  • > Different working methods between teams

  • > Required new operating model

Key outcomes
  • > Established a common operational vision

  • > Identified key changes to deliver the vision

  • > Defined the future state organisation

  • > Secured funding for the operating model

the challenge

The challenge


> The organisation had an ambition to adopt and migrate to cloud infrastructure and agile ways of working within two years. Their intention was to create a world class automated infrastructure offer for the company.

> The company had recently amalgamated infrastructure teams with different ways of working, including waterfall and agile delivery. 

> Core technology platforms had been built on legacy data centres as well as private and public cloud. These sporadic offerings needed to be harmonised and underpinned within a new operating model.

how we helped

How we helped

> We produced an 'As-Is' and 'To-Be' organisational model. This analysed and identified the opportunities and risks of the company's transformational changes to people, process and technology.

> The team developed high level value streams and business capabilities.

> New ways of working and organisational design were developed for cloud operations.

> We defined a 90-day mobilisation plan and an 18-month implementation roadmap.

the results

The results

> We established a common operational vision for the Infrastructure Management Services team. This helped us to identify and articulate the key changes required to deliver the vision.

> We defined the future interim states of the organisation's operating model.

> We successfully secured the necessary funding to implement the new operating model.