To best meet the needs of financial institutions' digital strategy, IT organizations must expand their operating model to include capabilities that enable the ideation, creation, launching and scaling of digital product. This expansion of the operating model enables IT to be partners in the execution of digital strategy.
We have boiled down to the simplest terms exactly what that means and how Chief Digital Officers can define whether the right direction and leadership are in place for IT to create a digital execution engine and evolve its operating model for DevOps/Cloud/Agile product development.
100 - 80 PTS
The IT organization has expanded their IT operating model capabilities enabling an effective digital execution engine made of agile, product development, DevOps, cloud, and cross-functional teams. This execution engine engages and forms partnerships with digital business leaders and ultimately effectively executes digital strategy.
An easy test of maturity in IT’s operating model is the presence of business and technical product owners who together own translating strategy and business targets to execution and their ability to iterate product investments without losing time on multiple approvals.
Digital Execution Ready
100 - 80 PTS
Your IT organization has begun shifting from a service operating model with requirements gathering, investment decisions and approvals, and turnaround SLAs to a product incubation, deployment, and continuous iteration model. Some gaps may include:
Individual product owners exist, but there is no dedicated product organization or center of excellence to ensure consistency at scale. Product governance processes are emerging.
Business leaders are not fully adopting digital or may be skeptical about IT abilities to deliver and, therefore, still outsource builds.
Digital in Process
IT’s portfolio is heavily based on keeping the lights on/fixing technical debt. Product management workflows and the product owner role is not established. IT is using legacy service mentality and workflows. Delivery fails to achieve digital relevance, much less speed. Digital transformation of IT’s operating model is scattered and absorbed as part of pre-existing structures and governance mechanisms that resists changes needed.
Questions & Answers
The question-and-answer section outlines why the questions are important, how they are weighted, and what best practice looks like.
Which best describes how IT is building your digital execution engine?
Why we ask this:
Transformation specifically needs to focus on extending the IT operating model and building out digital capabilities in DevOps/Agile/Cloud. Historical reliance on internal leaders from PMO might miss the mark. Continued emphasis, as evidenced by IT portfolio and how much spending is going to digital, also shows whether a needed transformation is happening.
How we weighed this question:
While IT PMO leaders might be effective partners in tracking project progress, they may not have the right mindset or experience to design and drive evolution to a digital, product-based operating model.
What best looks like:
There is a dedicated leader with experience building a digital execution engine (the Agile/Cloud/DevOps triad). A core skill is an ability to influence change. The digital transformation leader should have a view of what digital ready means for the organization and manage the roadmap to building a sustainable engineering execution engine.
If there is no digital transformation leader, establish an MVP as a starting point for change and the level they need to operate at. The person needs to be able to influence and motivate change across functions they do not directly own.
Consider what investment is necessary to make any internal/legacy leader successful. This may include your sponsorship and bringing in advisors with experience building out DevOps/Cloud/Agile operating models in financial institutions.
For more detail, check out BreakFree’s point of view on IT product ownership.