My company recently went through a messy but necessary reorganization. We split the functionality of operations and engineering in our IT department. That is, those floks that are in charge of developing new solutions (enginnering) now report up to one org head and the folks that maintain solutions report up through another. The reorg was not handled very effectively. Roles and responsibilities were not clearly defned and as a result there is a great deal of infightng. We have been asked to come in and help deal with the fall out. Prior to jumping in, I would like to see if there is any information out there about other IT organizations that have gone througha similar change, metrics of that change, and any help with solutions. Saving Changes...
Michael WoodProject Manager / Business Analyst / Business Process Improvement Guru| Independent ContractorGig Harbor, Wa, United States
Splitting new developement from maintenance can be quite messy. While it may look like an organizational issue I assure you its an innerpersonal one. Feelings have been hurt, trusts betrayed and loyalties shaken if not shattered.
Again, define where you are, what the issues are and what it will take to get things back on track. Start with a GAP analysis. Utilize an independent faciliator to meet with every person, individually and in groups. Make it clear why the changes have been made. Also be open to recalibrating the reorganization if need be. GOOD LUCK Saving Changes...
