![]() ![]() “Like most organisations, it could really only refer to its org chart and maybe its job descriptions to understand, and that only tells you what you’d like to have rather than what you’ve got in terms of the incumbents within the organisation. It needed some kind of benchmarks and tools and yardsticks to do that,” Elliott says. “We were seeking to create an organisation that has skills agility and to do that the organisation needed more knowledge and information about the skills that it actually had to hand. Mapping every IT role using the SFIA frameworkĪfter bringing together the various IT functions under the one team, the next step was to define everyone’s role. It was a divergent approach that was making things even more complex and costly, and that’s why it needed to be addressed,” Elliott says. ![]() You couldn’t leverage the economies to scale and all of those sorts of things. ![]() “There were these loosely federated teams that were not necessarily getting the benefits of the sum of the parts being greater than the whole. ![]()
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December 2022
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