Overview
A new CIO inherited a fragmented technology landscape—multiple teams operating in silos with overlapping responsibilities and no shared strategy. Leadership vacancies and role changes had stalled broader reorganization efforts. The CIO sought a short-term intervention to surface key issues and lay groundwork for future alignment.
Business Challenge
The company struggled with fragmented teams operating without a cohesive technology strategy, exacerbated by leadership vacancies and unclear roles. Innovation teams emphasized rapid deployment, while IT focused heavily on governance, creating persistent tension without a common approach. Good practices and tools were present but disconnected, impeding collaboration. The CIO urgently needed clarity and actionable insights to initiate meaningful cultural and organizational shifts.
Project Objective
LABUR's objective was to rapidly diagnose underlying issues causing fragmentation and propose actionable short-term solutions. Specific goals included:
-
Identifying and addressing cultural and operational friction.
-
Clearly defining roles and responsibilities across teams.
-
Bridging the gap between innovation and governance priorities.
-
Creating immediate collaborative opportunities through shared initiatives.
-
Laying groundwork for long-term, cross-functional alignment and effective leadership succession.
Results
LABUR’s intervention provided structured insights into existing cultural goodwill and operational fragmentation, empowering mid-level leaders to immediately improve collaboration despite leadership gaps. These initial actions demonstrated the need for broader alignment, preparing executive leadership for deeper, long-term changes. The effort notably seeded a transformation toward transparency, shared language, and mutual respect across previously siloed functions.
