Consider starting with voluntary early retirement packages for long-tenured employees whose roles have shifted primarily toward coordination rather than direct output.
Reduce organizational layers, as there is an excessive number of VP and director roles.
In some cases, directors oversee little to no staff, which is difficult to justify outside of highly specialized environments.
Finally, conduct a thorough talent review to identify roles that are more administrative than technical and assess whether they align with the future direction of the IT function.
4 replies (most recent on top)
@OP Basically loads of business analysts / business partners who have no actual technical IT experience and zero understanding of technology. Lots of complainers rather than doers.
@OP please do not expect corrupt people to change. This org is top to bottom corrupt, all vendor relationships managers irrespective of their rank receive monetary and material benefits. Unless you kick them out, this org will never change. Never seen a d-mbest IT org like this.
@OP It’s honestly painful to see that we don’t have a single — and I mean not even one — VP or Senior Director at TGS with the right skills to run a modern IT organization. I just can’t wrap my head around how no one higher up has picked up on this yet. And as for our CIO… well, the less said, the better. How on earth does someone with zero understanding of technology end up as CIO?
@OP completely agree that this needs to be done but the current leadership would never do this because they would be out of a job