Unfortunately, the execution of the technology group’s reorganisation has been marked by too many avoidable missteps. Decisions often appear unclear, timelines shift, and employees are left trying to make sense of changes after they happen.
Communication from technology leadership has been particularly disappointing. The same difficult questions have been raised repeatedly by employees, yet direct answers continue to be avoided, creating uncertainty and eroding trust.
The technology HR partnering function is another area of concern. Despite having significant headcount dedicated to supporting the technology group, many employees struggle to identify the value being delivered. HR business partners are rarely visible, seldom contribute meaningfully to solving organisational challenges, and are often absent when support is most needed. The function feels heavily focused on process administration while adding limited strategic value to the technology organisation. At a time when resources are precious, it is fair to question whether the current structure is the best use of headcount.
The result is a culture where people spend increasing amounts of time navigating processes, attending discussions about processes, and waiting for decisions about processes, instead of building technology and delivering outcomes.
