Why New-age IT Operating Models are Necessary for Enhanced Operational Agility

Why New-age IT Operating
Models are Necessary for
Enhanced Operational Agility
To contend with persistent change and resource challenges,
IT organizations need a new operating model consisting of
automated tools, refined thinking around operating discipline,
and more relevant talent acquisition and management
strategies. This new model will not only help IT deliver tailored
services to a new generation of users, but it will also unlock
the vast potential of emerging digital business opportunities
made possible by the quickly maturing SMAC Stack.

2 KEEP CHALLENGING July 20152 KEEP CHALLENGING July 2015
Executive Summary
IT is at the cusp of a Darwinian moment, when it can no longer simply
support business enablement; it also must power next-generation digital
business models. Emerging and existing digital technologies, such as
mobile channels for customer engagement, social collaboration tools,
business analytics and wearable computing, are transforming business
by simplifying underlying IT infrastructures, transforming business
models and seamlessly bridging the online and physical worlds. The
SMAC Stack (aka social, mobile, analytics and cloud technologies) and
its accelerated pace of adoption by users across industries, is steering
business-technology leaders to reshape digitally-driven growth strategies.
The result: a pervasive strategic shift in which organizations must
simultaneously optimize their business and IT operating models to extract
synergies and improve performance on both the top and bottom lines.
The issue for many organizations is empowering IT to withstand and even
harness this wave of disruption and the accompanying volatility that
is sure to continue — in essence, to craft a sustainable next-generation
operating model.

WHY NEW-AGE IT OPERATING MODELS ARE NECESSARY FOR ENHANCED OPERATIONAL AGILITY 3WHY NEW-AGE IT OPERATING MODELS ARE NECESSARY FOR ENHANCED OPERATIONAL AGILITY 3
Pivotal to reinvigoration is an IT operating model in which business-driven
IT constructs intelligent processes that meet user demands, inside and
outside the company’s four walls. Moreover, the model must energize the
millennial workforce strategy and leverage disruptive technology-enabled
capabilities built on a SMAC foundation to generate business value.
The key success factors for a seamless transformation to this new model
include selecting the right organization model; ensuring strong leadership
commitment and sustained change management; adopting an ecosystem
of partners to drive delivery and innovation; and instituting a phased
implementation strategy, characterized by a step function transformation
with incremental investments.
This white paper illuminates the major trends that are reshaping the way
IT operates. It also presents our take on the elements that will define the
future IT operating model, and the key success factors critical to adopting
this new-age operating model. We also illustrate our work in helping two
Fortune 100 companies embrace this new approach.

Major Trends Influencing the IT Operating Model
CIOs are fast realizing that their carefully crafted enterprise-wide technology infrastructure and
talent base built over the years are falling short in light of disruptive forces such as the SMAC
Stack. The growing need to cultivate an agile organization that can quickly respond to market
disruptions makes it imperative for organizations to intertwine their IT and business objectives.
Figure 1 highlights the emerging trends that are recasting the role of IT and mandating a
continuous IT reinvention.
4 KEEP CHALLENGING July 2015
Emerging Trends Driving the Next-generation IT Operating Model
Figure 1
IT
Demand for
agile IT
Accelerated
technology
disruption
Heightened
consumer
expectations
IT-enabled
business
transformation
Imperative
to run IT like
a business
Business-savvy
tech workforce
to fuel
innovation
Business-savvy Tech Workforce to Drive Innovation
As the role of IT in the business value chain evolves into a potent innovation engine, the demand
for a business-savvy tech workforce has intensified. This growing demand is influencing IT
to restructure itself into a skill-driven, role-based work unit with greater tech know-how and
relevant business skill sets.
Accelerated Technology Disruption
New technologies such as ubiquitous computing, the Internet of Things (IoT), smart analytics,
etc. are relentlessly unfolding on many fronts. The rapid availability of new digital technologies,
coupled with the “consumerization of IT,” is transforming the enterprise technology stack and
landscape. The pervasive digitization of business is reflected in the need for consistency in both
data and applications, across products and services.
Heightened Consumer Expectations
In today’s digitally-enabled world, consumers expect a seamless multi-channel experience.
Millennial consumers are increasingly comfortable adopting new digital technologies, and this
informed consumer base is defining market conditions and compelling businesses to rethink
traditional operating models.

WHY NEW-AGE IT OPERATING MODELS ARE NECESSARY FOR ENHANCED OPERATIONAL AGILITY 5
IT-Enabled Business Transformation
Increased technology consumption is elevating the demand for information over process (e.g.,
using advanced analytics to inform and deliver curated customer experiences) to sustain compet-
itive advantage. This has interlocked the business and technology value chain, placing IT in the
driver’s seat of technology-led transformation. IT is expected to deliver technology to streamline
business processes and define future business value. As a result, IT’s role is broadening, and the
boundaries between IT and functional areas are fading. To achieve this, the CIO must work more
closely with functional leadership and other CXOs.
Demand for Agile IT
Accelerated technology disruption, heightened customer centricity and a growing dependence
on IT to transform the business model have resulted in a demand for enhanced IT agility. IT
needs to respond to this business imperative and deliver high-quality end products quickly.
Run IT Like a Business
Agile organizations are always on the look-out to better manage enterprise IT demand. As
business becomes more IT-intensive, IT must metamorphose like every functional area by dem-
onstrating financial discipline, increasing its transparency and delivering measurable value. To
manage delivery through the lenses of technology cost, supply and demand, organizations need
to simplify and modernize their service portfolio.
Next-generation IT Operating Model
Our take on the next-generation IT operating model is grounded in the four foundational elements
of organization structure, process, workforce and sourcing, and technology (see Figure 2).
Core Constructs of the Next-generation IT Operating Model
Figure 2
Invest in the right tools (i.e. front-,
middle- and back-office) to
harness the capabilities inherent
in new-age technologies.
Front office: Customer
experience-oriented social,
mobile, AI tools.
Middle office:
Analytics-oriented tool set.
Back office: Cloud, data
services and enterprise tools.
Two key areas of focus for an
effective workforce and
sourcing strategy include:
New-age workforce
enablement driven by
innovative talent
management.
Strong focus on business
outcome-driven IT
sourcing.
Organization
Structure
Workforce and
Sourcing
Technology &
Tools
Two principles that will have
significant influence on future
IT process models include:
Agile lifecycle and lean
delivery.
Intelligent process
automation covering the
IT value chain.
Process
Three transformative models
that will be dominant in the next
few years include:
Integrated business
services.
Product/platform-centric IT.
Customer/channel-
centric IT.
1
2
3
1
2
1
2
3
1
2

Organization Structure
For years, IT has been guided by a mission to “align with the business” and “deliver business
value.” The accelerated pace of technology disruption, however, extends beyond alignment, to
deep integration, where IT is embedded in the business and not merely viewed as a supporting
function. We believe this trend translates into three broad operating structures (see Figure 3)
that cut across industries and will soon dominate the operational landscape.
The Next-generation IT Function
Figure 3
Integrated Business Services Model Product/Platform-Centric Model Customer/Channel-Centric Model
 Integrated business and IT
rendering products/platforms.
 This model is suitable for
technology product or B2B
companies offering
products/solutions.
 Emphasis on integrating core
IT into business and
externalizing commodity
services.
 This model is suited for large
(multi-BU) companies looking
to further improve
business-IT alignment.
 Focus on aligning business and
technology groups to
customer-serving channels.
 This model is suitable for
companies that have embarked
on an omni-channel strategy.
Organizational Structure
2 31
Integrated Business Services Model
Today’s fast-paced business environment demands efficiency and joint accountability for
execution and outcome. To keep pace, IT must create a new delivery model and organiza-
tional structure. Traditional IT silos must be dismantled, and IT services that require business
knowledge (e.g., requirements management) will be handled by an integrated business service
(IBS) group residing within dedicated lines of business (LoB). Most other domain-agnostic and
commoditized services, such as development, testing, infrastructure, etc., will be externalized.
The focus of core IT will be curtailed to provide technology-centric services, such as application
integration, portfolio management, decommissioning, etc. (see Figure 4, next page). Case in
point is UniCredit,1
a large European banking group that launched an integrated service organi-
zation to consolidate and reorganize IT functions to facilitate better functioning of the groups’
business by optimizing time-to-market and adding flexibility to service delivery.
Such integration provides business agility, as business service owners have greater control over
IT enablement for their respective areas.

Quick Take
We conceived the integrated business services (IBS) operating model for a
Fortune 100 financial services company to enforce cohesive coordination and
service integration between business and IT. Based on the operating model, we
developed a next-generation workforce strategy to speed operationalization.
Our approach focused on creating an IBS function within business operations
to deliver capabilities such as business analysis, operational readiness, special
initiative support, business coordination and client communications. We
augmented implementation by provisioning a lean process repository and a
tailored metrics framework, and designing a workforce strategy around the
key pillars of managed services-driven sourcing, global talent management and
smart competency center design.
By operationalizing the model, we delivered a projected annual savings of
$3 million to $4 million through an improved business value focus and an
enhanced service component, cross-leveraging business and IT, and a 25% to
30% gain in productivity from smart workforce engagement.
IT Operating Model Refresh for a Fortune 100
Financial Services Company
Integrated Business Services Model Constructs
Figure 4
LoB n
Core Business Services
(e.g., deposits)
Integrated Business Services
Core Business Services
Group IT
 Application
 Portfolio
management
 Application
integration
External Service Providers (includes cloud-based providers)
S i I t ti &Service Integration &&ervice Integration &SS tttvice IntegrationIService Integration &iiii
Compliance ManagementC li M tCompliance ManagemeC ttManagemenMlianlmpliance Managementi M t
Strategy and roadmap Architecture management
Risk management and security
Enterprise project management office Enterprise analytics
Shared Business Services Group
Vendor management
CUSTOMER
Group IT is the
only dedicated
technology
organization.
Core business-aligned
technology services
are rendered by an
integrated business
services group within
the LoB.
Line of Business 2
(e.g., consumer lending and
mortgages)
(e.g., wealth and investment
management)
Business process management services, application development and
testing, IT infrastructure, networking, messaging and collaboration, etc.
An overarching
shared business
services group
renders IT strategy
and planning
functions.
Commoditized services are externalized to cloud
service providers. Integrated business service
owners and group IT owners directly work with
such external service providers.
1
2
3
4
 Requirements management
 UAT and release checkout
 Program and change management
 Analytics
Integrated Business Services
 Requirements management
 UAT and release checkout
 Program and change management
 Analytics
Line of Business 1

Product/Platform-centric Model
In organizations whose revenue is primarily driven by products and platforms (e.g., card pre-
processing companies, technology product players), there is increased fusion between business
and IT. In such ecosystems, traditional IT silos are completely broken, integrated with business
services and reorganized into a four-tiered functional structure, in alignment with the product/
platform lifecycle (see Figure 5). Increasingly, banks are following the lead of technology
companies, such as Google, Amazon, Apple, etc., by creating a platform– and product-centric
organization and capabilities (e.g., digital wallet, digital money management, etc.).
• Product sales: A traditional sales organization that focuses on selling product/platform ser-
vices to end customers. The enabling marketing activities to drive sales will be delivered by
the strategy function.
• Product strategy: A business and IT strategy function that comprises product strategy,
market strategy, product planning, enterprise architecture, etc. Several of these services are
shared across product groups and work directly with corporate functions and business/IT
leadership to drive product vision into reality.
• Product engineering: This is the backbone of the enterprise, encompassing product research,
design and development of sub-functions. While several core activities, such as product de-
sign, quality audit and business coordination, are internally managed, most of the develop-
ment work is externalized and sourced to vendors. Almost all services are provisioned in an
integrated (i.e., business and IT) fashion.
• Product support: This function includes all product support and Infrastructure services. Prod-
uct support services are the lifelines for seamless product delivery and customer experience
management. Business and IT are well-integrated into such services, which are also leveraged
by product strategy and product engineering functions.
This model ensures tight coupling of business and IT into the product/platform lifecycle, thus
enabling accelerated product delivery.
Product/Platform-centric Model Constructs
Figure 5
n Business Service
n IT Service
…
CUSTOMER
Product Support
Market suitability analysis, sizing and entry strategy
Enterprise architecture, technology research, etc.
Proof of Concept
Product Support Product Support
Finance management (products, SCM/distribution, IT, other supporting functions)
Product innovation, conceptualization, prototyping and user experience design
Product Creation
Project management
IT delivery management
Sales process management
Supply chain and channel management
Infrastructure management (including IT and non-IT infrastructure)
Proof of Concept Proof of Concept
Product Creation
Product Creation
Product/Platform Sales Product/Platform Sales Product/Platform Sales
Customer acquisition/retention strategy (e.g., CRM)
Product/Platform Group 1
(e.g., card processing platform)
Product/Platform Group 2
(e.g., card payments platform)
Product/Platform Group n
(e.g., merchant services platform)
Product Sales
Product Strategy
Product Engineering
Product Support
Product Portfolio Management Product Portfolio Management Product Portfolio Management
Product planning (both business and IT workforce management, vendor & sourcing, process management, etc.)

Customer/Channel-centric Model
As IT continues to evolve from its position of a supportive function to partnering with the business
in driving top-line growth, customer centricity of IT services is emerging as a top agenda for CIOs.
Alignment of IT functions with customer service channels (e.g., online) is the first elemental step
toward driving customer centricity (see Figure 6). We have worked with a major U.S. bank to
design and develop a channel-centric organization model that included the merging of current
lines of business management and the enterprise-level product and technology functions for a
given channel. (For additional insight on this topic, please read our white paper “Digital Banking:
Enhancing Customer Experience, Generating Long-term Loyalty.”)
Here again, the traditional role of IT and silos are segmented and further regrouped into three
core functions:
• Customer-centric functions: These are customer-oriented, such as product innovation and
user experience design, and will be coupled to each individual channel of business. This cluster
will promote agility in response by quickly translating customer expectations, business ideas
and demands into channel solutions.
• Communities of practice: Harnessing disruptive technologies requires specialized technol-
ogy skill focus; we believe that IT development, testing, etc. are fit to be co-sourced under
“communities of practice.” In this new context, IT plays the role of a “broker,” or a mature
orchestrating unit.
• Shared business services: Overarching functions such as enterprise PMO and risk manage-
ment reside within this cluster. These functions have a strong enterprise-level business-value
orientation and, therefore, are shared across customer service channels.
Such a channel-centric model will enable IT to improvise customer responsiveness since the
function is focused on delivering efficient and innovative channel strategies.
Customer Centric-model Constructs
Figure 6
External Service Providers (includes cloud-based provider
Shared Business
Services Group
CUSTOMER
Dedicated focus
on innovation to
harness
channel-specific
and cross-channel
innovations.
Business process management services,
IT infrastructure, networking, messaging & collaboration, etc.
Co-sourced/
externalized and
highly skilled
community of
practices drive
development &
testing across
initiatives and
support.
An overarching
shared business
services group
renders IT strategy
and planning
functions.
2
3
4
Risk management and security
Enterprise project management office
Enterprise analytics
Vendor and sourcing management
Innovation Hub
….
Testing
Product & Portfolio ManagementProduct & Portfolio Management
1
Strategy and architecture
….
GROUP IT
Java
Development
CommunitiesofPractice
CUSTOMER SERVICE
CHANNEL 1
(e.g., branch banking)
CUSTOMER SERVICE
CHANNEL 2
(e.g., online banking)
CUSTOMER SERVICE
CHANNEL 3
(e.g., mobile banking)
…
Development
(Includes support development)
Development
(Includes support development)
….
Testing
….
….
Mobility
Development
Functional
Testing
IT functions and
services are
reorganized per
customer service
channels.
1

Process
For a seamless transition into the future of IT, organizations need to establish process frameworks
that tie together and take full advantage of new-age technologies. Our research and experience
at a number of clients suggest two expansive principles that are significantly influencing future
IT process models.
Agile Lifecycle and Lean Delivery Becomes the New Normal
The nature of new-age digital technology and increased emphasis on user experience means
organizations must deliver higher quality products quickly. This necessitates Agile develop-
ment, rapid release cycles, automated testing and deployment, and embracing a “test and learn”
approach to change management. To bring about process nimbleness, the application of Agile
lifecycle and lean delivery to IT has become the new normal (see Figure 7).
Key Building Blocks for Agile and Lean Principle-driven
IT Process Transformation
Figure 7
Agile IT
Lean IT
Business
Software
Engineering
Business Relationship
Management
Architecture
Management
Application Portfolio,
Operations and Support
Vendor Management
and Financials
Workforce
Management
Project Portfolio
Management
 Quality Improvement
 Waste Elimination
 Lead Time Reduction
 TCO Minimization
 Process Efficiency
 Automation
 Collaboration
 Process Repeatability
As organizations embark on an Agile transformation, it is imperative to start small, showcase
success and then expand the implementation. To this end, IT organizations need to initially deploy
light Agile processes with minimal intervention before a full-fledged roll-out. Initial success
in rapid prototyping, experimentation, micro delivery and accelerated activity closure will be
pivotal to broader adoption of these principles. In our experience, Agile is now mainstream at
best-in-class companies, many of which execute 50% to 60% of their project portfolio using a
form of Agile or iterative development methodology.
Lean principles go hand-in-hand with Agile methods to help organizations unlock additional
value with fewer resources by eliminating waste, variability and inflexibility. It is an essential
element of the new-age operating model as the efficiencies gained (cost, quality, time) from the
application of lean principles enable them to quickly adapt to changing business/technology
conditions.

Intelligent Process Automation
Today’s connected customers across multiple channels have led to the creation of environments
that combine diverse architectures and platforms serviced through multiple vendors. Tasking IT
with managing this complex environment manually is laborious and expensive. More important-
ly, the digression to manage manual tasks reduces IT agility and prevents knowledge workers
from focusing on technology incubation.
We suggest that organizations reconstruct process flows based on a standardized set of best
practices, to automate IT operational tasks across multivendor environments and ensure optimal
operational efficiency. This maximizes service uptime, optimizes resource utilization, improves
service levels, ensures compliance, and minimizes costs.
We recommend analytics-based automation of IT processes, as needed. For example, processes
such as patch management and release execution can be automated to remove manual interven-
tion in such repeatable activities, thereby optimizing service provisioning. Automation of service
procedures and repeatable processes allows for the creation of established workflows that are
scalable and provision service catalog-based IT operations.
To ensure the success of intelligent process analytics, organizations need to build capabilities not
only to manage data but also to translate the analysis outcome to speed up business processes
(e.g., social collaboration to provide quicker incident resolution to customers). In our experience,
best-in-class companies are looking for intelligent process automation to reduce the amount of
manual interventions across IT by 55% to 60% over the next one to two years. We estimate this
move will provide more than 20% operational cost savings through productivity gains, process
standardization and better insights into process optimization. (For more insights on this topic,
please read our white paper “The Robot & I.”)
We suggest that organizations
reconstruct process flows
based on a standardized set
of best practices, to automate
IT operational tasks across
multivendor environments
and ensure optimal
operational efficiency.

Workforce and Sourcing
With the merging of IT into business and the mandate for information over process, the outlook
of the IT workforce has changed from service provisioning to knowledge work. As a result,
there is greater emphasis on leveraging new-age technologies to advance the organizational
workforce strategy (see Figure 8).
Talent Acquisition
To attract the knowledge worker, IT organizations are
increasingly adopting new techniques and concepts
such as gamification (i.e., recruiting candidates
through social games on platforms that include
Facebook, LinkedIn and job boards such as Monster),
social publishing of jobs, automated skill-matching,
engaging startups through incubation and digitizing
the recruitment process. This strategy hinges on
leveraging techniques and channels that are not only
well understood but also extensively utilized by the
millennial workforce. Case in point, Citigroup2
recently
engaged coders in developing apps that will work with
the IoT and wearable technologies. This is part of a
broader trend in which a handful of large banks have
solicited external developers to extol the virtues of
future digital business frontiers.
Talent Retention
Flexible workplace policies, enhanced engagement
and opportunities to augment new-age skills will play
a major role in retaining the millennial workforce. It
is increasingly becoming an imperative to enable the
workforce with front-line devices and concepts such as
BYOD, and to boost technology through virtualization.
In addition to flexible policies, continuous employee
engagement and partnership-based skill augmenta-
tion is essential for talent retention. Case in point,
State Street3
has established an enterprise social col-
laboration platform and organizes events such as its
“innovation rally,” which have significantly improved
employee engagement and retention.
Talent Management
Developing effective talent management is critical to
the modern HR function. Talent analytics is a compre-
hensive talent management platform category that
provides end-to-end capabilities, such as intuitive goal
monitoring, self-service performance management,
career planning and context-based analytics. Talent ana-
lytics represents a new paradigm in talent technology,
enabling direct integration of business strategy to talent.
Instead of measuring contextual data around the talent,
talent analytics helps measure the talent itself (i.e., it
measures what workers want and what they do best).
It is the next step in extracting value from talent data,
keeping organizational objectives squarely in focus.
New-age Workforce Enablement Pillars
NURTURING INNOVATION
TALENT RETENTION
TALENT MANAGEMENT
TALENT ACQUISITION
 Gamification
 Social publishing of jobs
 Automated skills-based
matching
 Engaging startups through
incubation
 Digitizing the recruitment
process
 Flexible work policies
 Revising compensation
structures
•
•
•
•
 Partnership programs with
online skills platforms
 Training programs with
technology vendors
Future IT
Workforce Strategy
 Talent analytics
 Single system for all aspects
of talent management
 Context-based analytics
 Self-service career
planning tool
 Intuitive goals monitoring
system
 Implementing programs to
nurture innovation
 Hackathons
 Digital labs
 Crowdsourcing
 Social collaboration across
the enterprise
Figure 8

Nurturing Innovation
Collaboration is essential for innovation. Organizations need to digitize IT in a way that promotes
access to online collaboration tools, such as enterprise social networks, cloud-based document
collaboration and design programs, including hackathons, to promote a culture of innovation.
Business Outcome-driven IT Sourcing
Organizations that follow a structured process to developing a business-driven sourcing strategy
succeed in achieving their cost, performance and business goals, thereby taking advantage of
disruptive innovations. IT organizations that fail to redesign their sourcing lifecycle are less likely
to right-source and effectively manage technology changes.
Our research on the sourcing paradigm of the future shows that traditional service delivery and
commercial models that constitute the bulk of current business will advance toward managed
services that use alternate outcome-based commercial constructs. (For additional insights,
please read our white paper “Output and Outcome-based Service Delivery and Commercial
Models.”) Key to successful adoption of these models is the ability to implement appropriate
enabling conditions and safeguards. The collaborative capabilities and behaviors of both buyers
and sellers of IT services will determine the extent of success. Establishing effective governance
mechanisms and managing change in a planned manner is critical for success.
Technology and Tools
The growing complexity of business and IT ecosystems, the availability of multifarious tech-
nologies and the rapid obsolescence of technology tools are forcing organizations to create a
portfolio that facilitates a next-generation enterprise IT operating model. IT strategists need to
carefully evaluate technology options and align the right technologies with appropriate functions
and support layers (e.g., front office, back office and middle office) to maximize returns.
Quick Take
We shaped the operating model for a global accounting and professional services
organization to improve the business centricity of IT services, infuse agility by
reengineering IT processes on lean principles, design the strategy for millennial
workforce engagement and a sourcing plan, and fashion the incubation model
into a repeatable structure to harness technology.
By deploying a holistic and objective approach to this transformation, we put in
place a four- to five-year roadmap to implement a new IT operating model and
provide effective change navigation. The program has led to successful commer-
cialization of identified technology services and realization of yearly portions of
the total estimated $20 million to $30 million in savings just from the organiza-
tion model reorientation.
At an aggregate level, the deployment of IT process agility has increased business
satisfaction by 15% to 20%, and improved time-to-market by 30%. In the current
timeframe, several of the client’s global offices are on course to launch millennial
engagement and competency development programs.
Future IT Operating Model Definition for a Global
Accounting Business

Based on the tooling characteristics, nature of support required, business centricity and opera-
tional enablement needs, we recommend that IT organizations develop a tiered tooling reference
architecture to harness new-age technologies. This includes:
• Front-office tools: A set of primarily customer-focused tools that drive business growth and
customer interactions, focusing on usability, experience and business value. Experimentation
and innovation driven by SMAC technologies, open source, interactive user interfaces, artifi-
cial intelligence, etc. are core to the continuous evolution of front-office tools. Delivery agility
and flexibility to meet changing customer demands and business priorities are critical for ef-
fective management of front-office solutions.
• Middle-office tools: The backbone is composed of enterprise analytics, information engineer-
ing and integration across various data, customer channels and front-end services. Middle-
office solutions should focus on business intelligence and process automation, and leverage
intelligent middleware and intelligent process automation that drive time-to-market reduc-
tions, cost optimization, decision agility, and overall operational efficiency.
New-age Tooling Reference Architecture
Figure 9
FRONT-OFFICE
TOOLS
 Artificial intelligence solutions
MIDDLE-OFFICE
TOOLS
CUSTOMER
DEMAND
TARGET IT
CAPABILITY
DISRUPTIVE
TECHNOLOGY
 Sales/field services solutions
 Business intelligence suites
 Reporting solutions
TOOLING INFLUENCERS
BACK-OFFICE
TOOLS
 Finance and accounting tools
ENTERPRISE TOOLING LANDSCAPE
 Customer-facing
 Revenue & Growth Supporting
 Disruptive Technology-based
 Transformative
 Large Enterprise Suites
 Automation-driven
 Business-enabling
 Integrated Architecture Focused
 Infrastructure Focused
 Usability/Productivity-driven
 Business-enabling
 Lights-on/BAU-focused
PRODUCT/SERVICE
INNOVATION DEMAND
 Multi-channel access
(e.g. mobility) & smart GUI
 Solutions within product/service
innovation lab
 Branding and investor
relationship management tools
 Virtualization and enterprise
collaboration platforms
 CRM/customer support &
intelligent service desk solutions
 Product/service
demonstration solutions
 Information distribution,
media & publishing tools
 Enterprise search/navigations
and utility library management
 Information engineering
platforms & channel integrators
 Data integrators and
data modeling tools
 Competitive & market
research tools
 Content/knowledge
management solutions
 Process automation/
robotics suites
 Enterprise analytics engines
(includes big data analytics)
 HR systems (payroll, recruitment,
absence management, etc.)
 Data services and
security solutions
 Vendor management &
sourcing solutions
 Project portfolio
management tools
 Cloud-sourced IT
infrastructure

• Back-office tools: The focus here revolves around infrastructure, hosting, enterprise enable-
ment, data and security services. To this end, cloud/SaaS, big data, ERP, etc. are the prevalent
technologies in which IT organizations will need to invest in the near future. Most of these
investments should be in solutions directed at optimization/consolidation and externalization
of vendor solutions, with the exception of data services and security offerings.
Adoption of this multi-layered tooling construct will drive faster collection of business require-
ments across functional departments, enhance collaboration across the distributed workforce,
enable innovative business processes, and allow for analytics to prioritize decisions that will
support the growth agenda. This will catalyze the implementation of innovation mechanisms such
as intelligent process digitization, the establishment of digital labs, the creation of innovation
spaces, etc., alongside seamless business enablement and infrastructure support.
Key Success Factors
A successful IT operating model transformation is a complex exercise requiring a specialized
focus. Based on our experience of implementing similar transformations, the critical success
factors include:
• Selecting the right organizational model. Focus on identifying the right organizational mod-
el (i.e., integrated business service, customer/channel-centric, product/platform-centric) by
taking into consideration the organizational vision, current context (i.e., business and IT op-
erating model), internal capabilities and associated change impact. Develop a process, work-
force and technology strategy in alignment with the selected organizational model.
• Ensuring strong leadership commitment and sustained change management. IT operat-
ing model transformations require sustained effort and commitment across all levels of the
organization. When operating model transformations are driven or sponsored by the highest
levels of management, they are more likely to succeed. In addition to senior leadership com-
mitment, a robust change management strategy is critical to ensure pervasive adoption of
the new model.
• Adopting an ecosystem of partners to drive delivery and innovation. As the future IT oper-
ating model relies heavily on disruptive technology adoption, innovation and skill augmenta-
tion, it is imperative to identify the right ecosystem of strategic partners/vendors to deliver
relevant outcomes. Clear categorization of core and non-core activities will help streamline
existing partnerships and provide better leverage for accelerating the transformation agenda.
• Instituting a phased implementation (step function transformation with incremental in-
vestments). As the new-age operating model constructs require massive change across busi-
ness and IT, it is prudent to follow a step function-based transformation (i.e., implementation
and investment) to manage associated risks. Our research indicates that a pilot-based, phased
implementation and roll-out, with a robust feedback mechanism, significantly enhances imple-
mentation success.

Footnotes
1 “UniCredit Business Integrated Solutions, the Global Service Company of UniCredit Is
Launched,”UniCredit, Jan. 3, 2012, https://www.unicreditgroup.eu/en/pressandmedia/pressre-
leases/2012/PressRelease1790.html.
2 Mary Wisniewski, “Citi Calls Coders to Develop Apps for Internet of Things,” American Banker,
Sept. 25, 2014, http://www.americanbanker.com/issues/179_186/citi-calls-coders-to-develop-
apps-for-internet-of-things-1070231-1.html.
3 David Carr, “State Street: Social Business Leader of 2013,” InformationWeek, May 30, 2013,
http://www.informationweek.com/enterprise/state-street-social-business-leader-of-2013/d/d-
id/1110179?.
Looking Ahead
As IT increasingly becomes agile, innovation-driven and competitive, its positioning must move
from a standard cost center to a business-integrated organization that drives the design of
products and services, captures consumer choices and fuels top-line growth. Businesses will
look for tailored IT service offerings that can rapidly enable business models and also retire
them as needed, keeping pace with elastic consumer needs and business priorities. Additionally,
CIOs soon will have additional responsibilities of innovation, augmenting their current role to
steer “innovation offices” of the future.
Given these expected developments, we offer two imperatives to effectively navigate this
perfect storm:
• First, ensure the structures are in place to continuously monitor rapid and radical technology
transformations impacting your business model.
• Second, ensure proactive implication assessments of the identified trends, supported by a
top-down willingness to change.

About the Authors
Philippe Dintrans is the Vice President and Global Consulting Leader of Cognizant
Business Consulting’s Banking and Financial Services Practice. Philippe has led
numerous consulting engagements covering business transformation, IT trans-
formation and change management for marquee Cognizant clients. He holds
a master’s of science degree in engineering from the Massachusetts Institute
of Technology (MIT) and an M.B.A. from INSEAD. He can be reached at Philippe.
Dintrans@cognizant.com.
Amit Anand is a Senior Director within Cognizant Business Consulting’s Banking
and Financial Services Practice. He has 13-plus years of experience in successfully
leading and managing large IT transformation and operating model initiatives for
various clients. Amit holds a bachelor’s degree from the IIT Delhi and an M.B.A.
from the Indian School of Business, Hyderabad. He can be reached at Amit.Anand@
cognizant.com.
Madhusudan Ponnuveetil is a Consulting Manager with Cognizant Business Con-
sulting’s Strategic Services Practice. He has more than 11 years of experience
leading large IT operating model innovations, IT performance improvement and
change management initiatives. Madhu holds an M.B.A. from Asian Institute of
Management, Philippines, and a bachelor’s degree in engineering from MSRIT,
India. He can be reached at Madhusudan.Ponnuveetil@cognizant.com.
Ardhendu Acharya is a Senior Consultant with Cognizant Business Consulting’s
Strategic Services Practice. He has more than eight years of experience providing
management consulting around target IT operating models, IT sourcing, IT process
improvement and IT cost optimization to numerous Cognizant clients. Ardhendu
holds an M.B.A. from Rotterdam School of Management, Erasmus University,
the Netherlands, and a bachelor’s degree from Anna University, India. He can be
reached at Ardhendu.Acharya@cognizant.com.
Siddhant Dash is a Senior Consultant with Cognizant Business Consulting’s
Strategic Services Practice. He has more than seven years of experience in
management consulting around defining target IT operating models and business-
driven IT strategy, and driving IT performance improvement/cost optimization ini-
tiatives at several global organizations. Sid holds an M.B.A. from IIM, Ahmedabad,
and a bachelor’s degree from National Institute of Technology, Surathkal. He can
be reached at Siddhant.Dash@cognizant.com.

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About Cognizant Business
Consulting
With over 3,600 consultants worldwide, Cognizant Business
Consulting (CBC) offers high-value consulting services
that improve business performance and operational
productivity, lower operational expenses and enhance
overall performance. Clients draw upon our deep industry
expertise,programandchangemanagementcapabilitiesand
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drive technology-enabled business transformation and
increase shareholder value. To learn more, please visit
www.cognizant.com/business-consulting or email us at
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About Cognizant
Cognizant (NASDAQ: CTSH) is a leading provider of infor-
mation technology, consulting, and business process out-
sourcing services, dedicated to helping the world’s leading
companies build stronger businesses. Headquartered in
Teaneck, New Jersey (U.S.), Cognizant combines a passion
for client satisfaction, technology innovation, deep industry
and business process expertise, and a global, collaborative
workforce that embodies the future of work. With over 100
development and delivery centers worldwide and approxi-
mately 217,700 employees as of March 31, 2015, Cognizant
is a member of the NASDAQ-100, the S&P 500, the Forbes
Global 2000, and the Fortune 500 and is ranked among the
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Why New-age IT Operating Models are Necessary for Enhanced Operational Agility

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