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Similar a Optimal Organizational Structure - Central, Decentral or Matrix - Federated
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Optimal Organizational Structure - Central, Decentral or Matrix - Federated
- 1. Proposal
- 2. We have a bunch of IT organizations which have arisen out of acquisitions and some ad hoc decisions Overall there is minimal benefit realized to any of them for being part of Bankers The businesses have significantly different systems needs to support their operations and little synergy at that level That beings said, through legacy and lack of coordination we have evolved to a situation where we don’t share and coordinate where it is possible
- 3. Application System Support BinTech / BFC BWG Van Wagenen BBWG BES BSS Finance HR BinTech / BFC BWG Van Wagenen BBWG BES BSS Finance HR Data Center BinTech / BFC BWG Van Wagenen BBWG BES BSS Finance HR BinTech / BFC BWG Van Wagenen BBWG BES BSS Finance HR BI / CRM BinTech / BFC BWG Van Wagenen BBWG BES BSS Finance HR BinTech / BFC BWG Van Wagenen BBWG BES BSS Finance HR There isn’t a lot of synergy here We share but no real synergy We don’t get a lot out of these
- 4. Leave the core applications (transaction systems) to the businesses but: Set standards technology use, and key practices Establish company-wide IT governance, IT reporting Establish a BFC IT Organization to: Drive ‘commodity services’ to common management and optimize costs (Data centers, networks and telecom) Provide support for corporate functions and assure that their systems are properly managed (Finance, HR, Legal etc.) Assure that the smaller businesses aren’t running unsupported or at risk because of single person IT groups (BLIC, BES, BIS) Provide company wide support for emerging and ‘horizontal’ technologies (e.g. CRM, BI etc.)
- 5. Corp CIO Business Unit CIO Business Unit Pres. • Solid Line responsibilities to CEO o Assure IT spend is optimized and value driven (take responsibility for services where sharing optimizes costs) o Deliver IT services to corporate functions (Finance, HR etc.) o Manage BFC-wide IT governance process • Dotted line responsibilities: o Establish and manage standard IT processes o Support BU president by oversight and review of BU IT activities (plans, budgets, projects etc.) o Manage talent development for BU CIO’s and staff (CIO performance review and development planning)Corp IT CEO Business Unit IT
- 6. Corp CIO Corp CEO Business Intelligence CRM Finance / HR / Legal IT Cross BU IT Services Shared Services IT Support BES / BLIC IT* Infrastructure Services Data Center Data Network Telephone Help Desk Security Imaging Corporate Services BFC IT Planning & Governance IT Standards IT Planning Program mgmt. Cost optimization Allocations
- 7. BFC CIO role – BU partnership Partner with BU Presidents in IT planning and budgeting Drive sharing / cost savings Establish and enforce governance and standards Establish and drive IT best practices and tools Partner with BU Pres. In CIO / IT assessment and development plans BFC CIO BFC CEO BU1 CIO BU2 CIO BU3 CIO BU1Presi dent BU4 CIO BU2 President BU3 President BU4Presi dent BU5 CIO BU5 President Svc Prov CIO Svc Prov President
Notas del editor
- We have a bunch of IT organizations which have arisen out of acquisitions and some ad hoc decisions: BinTech IT supports part of the P&C business and corporate But Finance has its own IT BES has one guy supporting both a business and a corporate function VWG, BWG, BBIS are fairly self sufficient on their own Bail is on their own but don’t have a sustaining organization BLIC is unsupported Overall there is minimal benefit realized to any of them for being part of Bankers There are some corporate purchasing agreements There is some consolidation of hardware happening, however, it is generally random and opportunistic The businesses have significantly different systems needs to support their operations and little synergy at that level e.g.: There is little opportunity to use P&C systems for other businesses and Even the two warranty groups appear to have significantly different processes and systems needs That beings said, through legacy and lack of coordination we have evolved to a situation where we don’t share and coordinate where it is possible We use different programming languages We use multiple CRM systems We have not moved to leverage our investment in Business Intelligence software and have fragmented reporting tools We don’t pursue common hardware standards and with only a few exceptions don’t share facilities or tools
- We have a bunch of IT organizations which have arisen out of acquisitions and some ad hoc decisions: BinTech IT supports part of the P&C business and corporate But Finance has its own IT BES has one guy supporting both a business and a corporate function VWG, BWG, BBIS are fairly self sufficient on their own Bail is on their own but don’t have a sustaining organization BLIC is unsupported
- BFC CIO – responsible for overall IT direction and spend across all the businesses Establishes and manages standard processes for planning, management and control for all IT organizations in BFC Ensure that business unit spend is justified and optimized to provide best overall value to the corporation Owns, manages and delivers all IT infrastructure support to BU’s and corporate Manages IT support for corporate-wide functions (e.g. HR, Finance, Legal etc.) Manage the acquisition and development of IT talent throughout the company Deliver IT support for business units whose needs don’t justify a stand alone IT function (BLIC) Business Unit CIO Establishes plans and budgets for IT investment supporting BU strategy and operational performance goals Delivers application development and support services to the business unit Provides timely and accurate information required by corporate functions Adheres to standard policies and procedures established by BFC IT / CIO in the execution of IT activities Participates and provides support to BFC IT initiatives to optimize overall IT support and costs for BFC Involves BFC CIO and IT in all IT strategy, planning and project activities and supports BFC CIO in the execution of responsibilities
- BFC IT Roles Direct IT support for shared service functions: (Finance, HR, Legal Etc.) Direct IT management of all infrastructure functions: (Data centers, eMail, networks and telephones, help desk etc.) Application service & support for shared technology areas: (CRM, BI, Imaging etc.) Direct support for businesses not able to justify full time IT staff (e.g. BLIC) Establishment and management of IT standards, policies and processes: (Planning, architecture, project control, CSI’s, budgets and allocations) Management IT governance and oversight of BU IT investments and IT support (next page) (Project oversight, IT assessment, IT planning coordination, budget consolidation, CIO performance review and development planning)
- The business unit CIO will be responsible for delivery of core business application services including web portals, customer systems, transaction processing systems. They will partner with the BFC CIO in developing yearly plans and budgets and executing IT services outside of those core transaction systems, for example Business Intelligence / Customer Relationship management. The BFC IT organization will be responsible for delivery of those applications and take responsibility for data governance