We drove - The Strategy Hattrick
Strategic Clarity
Together with the client’s teams, we built a shared, fact-based understanding of the IT organization’s starting point, pain points, and structural gaps. This enabled clear strategic choices: transforming the IT Target Operating Model towards a global, business-centric support model; redefining IT–business interfaces; strengthening regional coverage through clearly empowered regional IT leadership; and establishing strong global IT ownership. In parallel, we developed a future-oriented IT strategy fully aligned with the company’s business strategy, with AI enablement defined as a key driver of productivity and value creation across all functions. Broad stakeholder involvement ensured shared direction and commitment from the outset.
Execution that sticks
Strategy development and execution were tightly linked throughout the engagement. A clear governance setup and a regular cadence of on-site workshops, leadership sessions, and working meetings enabled fast decision-making and continuous progress. The new operating model was translated into concrete roles, processes, and interaction models that improved service quality, knowledge sharing, and resource allocation. At the same time, the AI ambition was operationalized through a structured rollout approach, from pilots to MVPs to scaling, ensuring that strategic intent resulted in tangible outcomes across the organization.
Co-Creation for real buy-in
The CIO and IT leadership team acted as true co-creators rather than recipients of recommendations. All key decisions were shaped in open forums, with active contributions from global and regional leaders. This ensured that solutions reflected real business and regional needs while maintaining global consistency. By anchoring ownership with the client’s people, resistance to change was significantly reduced, adoption accelerated, and the new operating model, IT strategy, and AI initiatives were embedded sustainably in the organization.
Growth & Value
The engagement delivered clear and sustainable value across business, organization, and people dimensions. The new IT Target Operating Model improved service delivery, execution speed, and service quality by clarifying global ownership, strengthening regional presence, and establishing clear IT–business interfaces. Enhanced knowledge sharing and more flexible, optimized resource allocation increased overall efficiency. At the same time, the new IT strategy positioned AI as a concrete productivity lever across functions, laying the foundation for both cost efficiencies and future revenue growth. Importantly, employees experienced that IT was closer to the business and responsive to their needs, strengthening trust, collaboration, and long-term impact beyond the project itself.
With These People
We worked closely on a daily basis with the company’s CIO and his direct reports, the IT directors responsible for core IT functions and regional coverage. In addition, we supported the IT leadership in preparing and structuring decision-ready materials for board-level discussions with the CEO and CFO. Collaboration was anchored in weekly on-site workshops, regular bilateral meetings, and open decision forums. This setup ensured transparency, rapid alignment, and genuine joint ownership, with TTE working side by side with the client’s people throughout the transformation.
