A significant and high-profile Crown Entity in New Zealand, informing and influencing the lives of almost all New Zealanders, directly or indirectly.
After several years of siloed development of major systems, they wanted to design and move to a new strategic approach toIT systems and capabilities. They also wanted to retain an ability to make rapid decisions on specialist IT systems when needed.
They were looking to the next few years of systems spending and operation, and wanted to create a 3-5 year systems reform roadmap to design programmes of work, budget for investments, and uplift organisational capability. At the same time, they were keen to more clearly understand the impact of systems investment on business capability (their ability to do their day-to-day as well as deliver change).
Individual exec interviews and group workshops gathered current state data, future state needs, and pain points, using Jobs To Be Done.
A block level (foundation, now, next, later) roadmap was created to pull together components in service-related value streams – groups of systems and data that worked well together to deliver big outcomes.
The gathered data and roadmap were used to estimate costs and a basic expenditure profile over 3-5 years.
In parallel, a full initial capability model was drawn up, covering Level 0, 1 and 2 capabilities (these levels covering business functions, operational areas, and major responsibilities).
The work was done ina very compressed timescale of under 10 weeks and presented to the SLT for Q&A and then adoption.
Budgets could be more confidently debated and sought, and major programmes of work justified and scoped for putting to tender.
The capability model helped to identify gaps and bridges between different areas, leading to new ideas for strategy and implementation.
The rapid turnaround allowed some hard budget deadlines to be met, supporting faster kick-off of key recruitments and deployment programmes.
