Drafting and implementing a new IT service strategy, including the organisational repositioning of the IT department with the aim for a closer alignment with the overall business strategy for a real-estate financing company.
Customer Profile
The client has almost 150 years of experience in professional real estate financing and close ties to the largest savings banks finance group in Germany. This makes the client one of the leading German real estate and bond certificate banks. With its main focus on customer-centric and standardised future-oriented processes, the bank is faced with challenges of continuously undergoing transitional changes with strenuous demand for strategic alignment. The bank is headquartered in Berlin and operates numerous offices spread across other locations throughout Germany, as well as in Amsterdam, Paris and Warsaw.
Methods & Technologies
– Standard Microsoft Office, Novel Networking, Novel Telephony, MicroFocus/Novel Service Desk, Blue-Ant Project Management, Solution Manager, SAP Hanna / DHW
– ITIL 3.0, COBIT 5.0, ISO 14001, MaRisk: AT 4.3.1 und AT 7.2. Tz. 2 (BAIT), § 25b KWG, AktG, ISM, BSI
– ITIL 3.0, COBIT 5.0, ISO 14001, MaRisk: AT 4.3.1 und AT 7.2. Tz. 2 (BAIT), § 25b KWG, AktG, ISM, BSI
Starting Situation
The solution was to choose the best suited “IT positioning” within the company to ensure the IT resources and initiatives are fully aligned and effectively governed within the IT department, while comprehensively capturing and reflecting the business requirements. The base of such approach was to derive the IT services and initiatives form a “collective” stance.
Solution
The solution was to choose the best suited “IT positioning” within the company to ensure the IT resources and initiatives are fully aligned and effectively governed within the IT department, while comprehensively capturing and reflecting the business requirements. The base of such approach was to derive the IT services and initiatives form a “collective” stance. Subsequently, the top three priorities from which the strategic objective were derived from were: – Business process efficiency & effectiveness – System automation & platform digitalization
Outcome
The IT strategy brought the IT department closer to the individual business departments, allowing for a better understanding of business requirements, in turn strengthening strategic partnerships. The department’s new position also placed focus onto performance and innovation, bringing quality and service delivery to the forefront. Further results: – A clear position of the IT function within the overall organisation & a better understanding within the business of the value-add activities and solutions provided by the IT department – Concerted implementation planning transferable onto the goals of the individual IT Teams.
