Summary
This case study outlines the engagement conducted by LABUR with a large construction company to address the fragmentation within its technology landscape. The engagement included a two-day onsite workshop involving leaders from various departments, including IT, innovation, data, design, and operations. The objective was to create an environment conducive to honest discussions, which helped identify team mandates, friction points, and cultural gaps. Key insights revealed that while teams were willing to collaborate, they faced challenges due to unclear authority and competing priorities between innovation and IT governance. The study presents short-term actions aimed at team-level alignment and leadership readiness, including workshops to foster understanding, appointing change champions, and forming a cross-functional group under the CIO. The outcomes provided a structured understanding of the existing fragmentation and highlighted the potential for collaboration among mid-level leaders, setting the stage for a broader alignment effort.
