Leadership, Organization & Change

A new digital transformation office has been established in HR to facilitate the digitalization of the organization through coaching, prototyping, and coordination. The DTO had the job to facilitate and support the transformation of all HR departments and a firm-wide initiative required the introduction of a data governance framework within HR. Ginkgo designed an applicable architecture, which helped to structure and govern all running and planned initiatives, fostered the design of a future target model for all HR areas, developed a data governance approach, and established a data catalog to enable access for innovative solutions.

A large IT organization suffered from a lack of transparency and innovation due to missing strategic orientation and a high focus on operational duties. The goals of the group with regards to emerging techs were therefore not achievable in the actual structure of the organization. In the first part, we selected and integrated several suppliers for different main applications and implemented a managed service environment to reduce operational tasks. After this step, we transformed the current organization and shifted the workforce from mainly operational tasks to strategic and innovative tasks with the help of an alternative sizing of departments, a streamlined hierarchy, and a strategy focused employee and leadership development.

Ginkgo Management Consulting supported the client in providing expertise in enterprise agile project setup and governance. The project received the empowerment of the team, operationalization of the agile product management and overall governance for Business, IT, and Vendors. The former waterfall-based organizational culture and structure were replaced by agile project governance based on Scaled Agile Framework (SAFe) incl. auditable process concepts and tools. To secure the sustainability of this governance, extended coaching of internal key-players such as project-lead and product manager was implemented and executed as well as the definition and setup of a KPI-dashboard to monitor and analyze the progress of the agile transformation.

organizational growth which leads to a high level of dissatisfaction and mistrust between management and workforce and a high complexity overall within the organization. With the help of a processual redesign and the implementation of SCRUM, processes were designed along e.g. regulatory requirements, ITIL, and OOB functionalities. A derivation of organizational requirements based on process redesign leads to the identification of required skills and a harmonized organizational setup. The far-reaching changes in elementary business processes which resulted in an organizational restructuring have been supported by several change management measures to foster the acceptance by employees and leadership as well.

Ginkgo Management Consulting supported the development and growth of the newly formed digital unit by executing a detailed as-is analysis with numerous interviews and workshops. The analysis was focused on seven major organizational elements such as strategy, business processes, and tools and leadership, and culture. Evaluating the results of the analysis Ginkgo has proposed a detailed organizational development program.