The client had recently embarked on a transformative effort, bringing in finance and planning tools, PPM systems, BI applications, and more. And as a result of other, lengthy initiatives leading to change burnout, efforts were met with resistance and poor adoption from staff. As the IT organization of a global media conglomerate undertook a digital transformation, they realized the new tools and technology were being overlaid on top of fractured processes, an already fragmented technology ecosystem, and inconsistent development methodologies.
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