A structural transformation of three independently operating IT delivery divisions into a unified SDO framework with shared governance, KPIs, and operational cadence.
Three independent IT delivery divisions — infrastructure, applications, and digital — operated as autonomous silos with no shared governance model, contradictory resource pools, misaligned KPIs, and competing project intake processes. Executives received three different views of portfolio health. Strategic investment decisions were made without visibility into cross-divisional dependencies. The cost of operating this fragmented structure was estimated at 20% of total IT delivery capacity.
Designed a unified SDO operating model establishing a single portfolio view, shared intake process, cross-divisional resource pool, and a common KPI framework adopted by all three divisions. Executed in three phases: Alignment (weeks 1–4, governance charter and executive sponsorship); Consolidation (weeks 5–12, migrating operational processes); and Optimisation (weeks 13–20, fine-tuning cadence and KPI baseline). Change management was embedded throughout with dedicated communications for each stakeholder tier.
Operational cost of the fragmented structure eliminated — estimated saving of 20% of total IT delivery capacity. A single portfolio view was adopted by the executive committee within 8 weeks. Cross-divisional resource sharing reduced duplication of specialist skills by 30%. The unified SDO model was cited in the organisation's annual report as a foundational enabler of its digital transformation strategy.