Key insights from building a brand-new IT Service Provider

I am leading the project of establishing a new NIS2-compliant IT service provider (50+ employees) that is carved out of two existing IT departments.

We are adopting a very modern and collaborative approach. Every employee actively contributes to designing our state-of-the-art processes, architecture, and technology. And it is going very well so far.

Here are some key insights on how to deal with such a huge change:

FEAR OF CHANGE

It's natural for fear to arise in such a huge transformation

▶︎ Involve as many people as possible in the transformation process. This shifts the feeling of helplessness into empowerment, putting them in the driver’s seat of the change.

▶︎ Take the time to truly listen and understand everyone’s concerns.

▶ Treat all concerns with respect and actively work on solutions. Be transparent about the approach for each solution so people know what to expect. Do not leave anyone in the dark.

INVOLVEMENT & EMPOWERMENT

We're all working together to design our new workplace, and we want it to be amazing.

▶︎ Everyone is focused on processes, architecture, or technology that match their skills or interests

▶︎ Various working groups were built around different topics. Each working group is responsible for the outcome.

▶︎ The working groups are led by one of the four subproject leaders, to give them some structure

STATUS MEETINGS ARE A WASTE OF TIME - NOPE, NOT AT ALL! ...IF EFFECTIVE

▶︎ We hold a weekly project management status meeting with a prepared agenda to be as productive and constructive as possible

▶︎ The meeting begins with a very brief recap of progress since the previous week, followed by a workshop-style discussion focused on the next steps and decision-making

▶︎ Alignment is key for an initiative of this scale. This meeting ensures everyone is on the same page, ready to drive the next steps forward.

▶︎ Next steps are usually, though not always, to be done by next week.

CLEAR COMMUNICATION IS VITAL DURING A MAJOR TRANSFORMATION

▶︎ Outlook communication is kept to a minimum, instead we track tasks in JIRA and use the comment section to communicate to be fully transparent.

▶︎ We make sure to document all key info and decisions in Confluence so everyone can check in on the progress that interests them. We got a bit sloppy with this at one point, but the team quickly called it out—which is a good sign because it shows people are curious and engaged.

▶︎ Although the status meeting is attended by a limited group, the status is shared with all 50+ employees.

RISK MANAGEMENT

▶︎ The simplicity of a risk matrix helps everyone to understand the risks at hand and gives a quick overview of what to focus on.

▶︎ Monitor risks weekly to identify if something has changed and requires immediate action

IMPORTANT

❗️Encourage questions, inspiration, and criticism