A family-owned industrial company,had the belief of making “IT things” more complicated than necessary in several areas and thus the perception of being able to be more efficient and innovative in some areas. It was necessary to find out if and when this was actually the case. So where was the “internal complexity” unnecessarily high, for example higher than the complexity of structures and processes required by the market or competition? And in what areas this did have a negative effect?
- Conducting of workshops if and how particular IT services, applications and platforms added value of the whole company.
- Answering the central question: “By what effects (symptoms) do we determine the perception that these services are too complicated, possibly unnecessary or not delivering appropriate value?”
- These factors were related to each other in an influence network and also provided possible causes (“drivers”) and incorporated. Both direct and indirect effects and drivers were brought into a context and evaluated.
- The evaluation clearly showed that the main negative effects of unnecessary complexity were reflected in the interfaces between Business requirements for IT services and the silo-based IT-teams.
- This was followed by the implementation of more “in-depth workshops” focusing on the knowledge gained, which led to key areas filled with the possible dimensions of each lever, and an intelligent mix of actions was then created.
- The implementation was supported by Frank Godbersen in form tools and methods as well as facilitating assessments.
The crucial driving forces for unnecessary complexity were identified and treated with a mixture of actions. Due to the previous, pragmatic “problem solving thinking” carried out solely on the basis of existing assessments and opinions (without comprehensive analysis), this was already completed after 4 weeks. The actions were completed after another 8 weeks. Unnecessary complexity within relevant core areas was eliminated and there was a focus on what is “actually” important.