Why Read This
Implementing large enterprise IT services programs requires major internal changes, which can have a dramatic effect on longstanding technologies and organizational functions. From a technology standpoint, large services deals require the implementation of new systems and integration with existing systems. From an organizational standpoint, these deals require significant people and process change. Before starting major IT services engagements, organizations must be clear on their objectives, have an established road map for achieving these objectives, and set organizational roles for internal and external team members. Program leaders should educate the organization and evangelize the plans and ensure stakeholder buy-in and sponsorship at the highest levels. Without these key elements in place, projects are likely to fail outright or be needlessly mired in conflict and frustrations. We advise against starting a large services deal or transformational program until you establish a strategy around several critical conditions. This report outlines the change management of Forrester's solution for sourcing and vendor management executives working on building a foundation for IT services change.