Establishing Operational Clarity in a Complex Service Organisation
A technology services provider restored operational maturity by redefining its service model, resolving vendor deadlock and creating a clear, scalable IT operating framework.
Context
Despite delivering data centre, cloud and cyber services to thousands of clients, the organisation’s internal operating model had become increasingly fragmented. An ageing, heavily customised legacy platform sat at the centre of delivery, masking deeper structural and cultural issues.
Accountability between teams was unclear, internal and external support models were blurred, and vendor relationships had deteriorated to the point where access to modern tooling was blocked. Leadership alignment suffered, with decision-making driven by internal tension rather than enterprise outcomes.
The result was unmanaged complexity, visible to the Board, but difficult to untangle.
Approach
This engagement focused on restoring clarity through objective assessment, architectural truth and deliberate relationship repair.
Define
The first step was establishing a shared, evidence-based understanding of reality.
A dual-layer maturity assessment was conducted across both technology and process using the CMMI framework. This replaced opinion-led debate with measurable insight, allowing leadership to clearly see where capability gaps existed and how far the organisation had drifted from best practice.
In parallel, a current-state enterprise architecture blueprint was developed, mapping operational symptoms back to their root causes, particularly where accountability breakdowns were driving cost and inefficiency.
Align
With the baseline defined, attention shifted to alignment.
Clear options were developed to separate internal corporate IT support from the services delivered to the organisation’s 2,500 external clients. This delineation created a path toward a service model that could scale without increasing operational confusion.
Vendor alignment was also addressed. Acting as a neutral intermediary, Big House repaired fractured relationships with key technology partners, reopening procurement pathways and removing ego-driven barriers that had stalled progress.
Govern
Governance was re-established through clarity rather than control.
By grounding decisions in objective maturity data and architectural evidence, leadership was able to move beyond internal factionalism. Investment, procurement and operating model decisions could now be made with confidence, supported by a shared understanding of enterprise priorities.
Outcome
The organisation gained a credible roadmap for scale.
Procurement deadlock was resolved, enabling transition away from failing legacy systems. Leadership alignment improved as discussions shifted from personalities to evidence. Clear operational boundaries were established between teams, forming the foundation for a modern, scalable IT service management structure.
Most importantly, the organisation moved from stalled debate to informed action, equipped with the clarity needed to operate as a mature service provider.