ISG helps a major Australian federal agency navigate a multi-layered sourcing transition with deep support of its workforce through organizational change management (OCM).
Opportunity
A large Australian agency was embarking on a difficult transition, going to market with eight different provider contracts for its IT strategic sourcing (ITSS) program. The program spanned the entire IT infrastructure environment.
The client asked ISG to work with key stakeholders and leaders to understand and effectively manage the enormity of such a large-scale change that impacted all areas of the business.
While the agency understood the overall need for OCM, it needed assistance operationalizing and delivering OCM on a large, complex scale.
Imagining IT Differently
ISG led the design, development and
delivery of the client’s sourcing program change strategy, which quickly
demonstrated how critical OCM was in ensuring the success of the program and
readying people for the changes.
An ISG team led multiple phases of the
program, including sourcing, transition in, transition out, transformation
project delivery and OCM. ISG introduced
additional tools, templates and tactics to support change understanding.
Examples include change profiles, stakeholder heatmaps, and team effectiveness
surveys.
ISG worked within the agency’s OCM framework and applied
an extra layer of OCM governance, assurance and thought leadership. The team’s
OCM management, leadership and oversight were critical to ensure senior
leadership engagement and buy-in and enable diverse stakeholders to work
consistently and collectively toward common goals.
Future Made Possible
- The agency was able to effectively prepare for working in a more complex, multi-vendor environment with significant changes in the ways of working.
- The agency quickly benefitted from the effective OCM program, direction and strategy, enabling it to consume the large-scale changes involved with this transition.
- Where each affected area of the organization initially had different perspectives and approaches to the transition, targeted stakeholder engagement and program communication improved alignment and productivity.
- The agency has uplifted its own understanding and execution of OCM frameworks and activities, so it is prepared and enabled to build future programs like this for itself – with a focus on people.
