Global Professional Services Firm’s Internal IT Services Division Seeks to Strengthen Change Management Capabilities amid Complex Operating Model Transformation
Issue: Led change management for large scale, global operating model transformation of 4000-employee global IT Services group, while serving as Global Director of Change Management at a Big 4 Professional Services Firm.
Looking to compete more effectively with the larger of the Big 4 firms, this globally recognized firm had overhauled its internal support functions into one global business services unit. The biggest of those functions, Information Technology Services (ITS), had embarked on a transformation journey to operationalize a new strategic value proposition to the firm – it had reorganized 140+ countries’ IT resources into 5 global divisions led by individuals located around the world, created new roles and responsibilities, had begun synthesizing the entire global ITS process framework, and had recently completed yet another workforce reduction (one of many across the globe over 18 months).
Trust and morale were at all-time lows yet substantially more planned and unplanned changes were to come with the ongoing operating model transformation program, including significant process, cultural and organizational structure changes. The newly formed ITS organizational change management team was asked to expand its support of individual projects to transformation portfolio support while accelerating the development of stronger change leadership and execution capabilities across the organization.
Action & Impact:
- Assessed transformation program progress via 60+ global interviews with key stakeholders and developed a one-year plan for my ITS change management team to mitigate urgent change risks and achieve business objectives.
- Implemented regular coaching of all change leads to support consistent application of change methodology and client relationship management
- Designed and implemented a customized change management methodology and playbook, driving discipline across the entire transformation program.
- Conducted strategic alignment and change impact analysis of existing projects to direct change management resource allocation decisions
- Collaborated with a cross-functional team to rapidly develop a project roadmap and full-scale change management plan for an unplanned reorganization; Change plan included: situation-appropriate readiness and risk assessment, stakeholder engagement plan, new skills training, coaching for management in new roles, implementation readiness guidance, measurement plan, and a comprehensive communications strategy and plan.
“I [worked] with Supriya to manage the change associated with process development and continuous improvements. Her expertise in this space is mirrored with an eager willingness help her colleagues. Her direct style and strong knowledge base enables her to drive to a better solution.” – Susan Baldock, Executive Director, EY