Enterprise IT leaders are under relentless pressure. Budgets are shrinking, headcount is leaner and the demand for sustained agility is not letting up. At the same time, new technologies, from AI platforms to high-performance compute, keep raising expectations from every corner of the business.
In this climate, it can feel tempting to treat your organization's design and operating model as a task to hand off to HR. Or worse, you might assume that a polished org chart and a clear corporate strategy signal sufficient maturity.
In practice, those shortcuts leave a massive opportunity on the table. Three fundamental considerations play a large role in determining the efficacy of a large organization:
- Capabilities: The value or services delivered by each organization.
- Structure: How organizations are structured for accountability.
- Operating model: The daily roles and routines that add up to progress.
In the full article, Molly explores why these foundations matter more than ever — especially as IT organizations work to scale AI, adapt to constant change, and deliver consistent value with fewer resources.
Read the full article to learn more about:
- How defining capabilities clarifies value and reduces reliance on “hero” employees
- Why org structure alone can’t fix accountability and execution challenges
- How operating models reveal the real root cause behind stalled delivery and low morale
- What it takes to build a tech organization that can absorb change without breaking
Read the full article on InformationWeek.
