Transforming with Organizational Change Management (OCM)

ISG facilitates the transformation journey of a large federated insurance conglomerate to adopt  new IT infrastructure and security-services practices in the midst of a broader corporate transformation.


An insurance company engaged ISG to support the transition of IT infrastructure and security services to a new strategic managed-service provider. Much of the work had already been performed by a provider whose service-delivery issues were causing noticeable disruption to the business. The transformation scope included the transfer of application development and support services, plus a large-scale digital transformation, which included moving to an Agile/DevOps model and enhancing the customer experience.

The organization needed to achieve alignment of  leaders, preparation of employees and operational transformation on an expedited timeline, so ISG was brought in to drive organizational change management with its proven OCM platform. The overall program consisted of two phases, a four-week strategy phase and a 12-week transformation phase.

Imagining IT Differently
Imagining IT Differently

The ISG OCM team collaborated with the company’s leadership, human resources, communications and IT personnel to develop a jump-start transformation plan supported by a long-term transformation strategy. This included a leadership-alignment workshop for senior management and the guidance leaders needed to prepare for new roles and to promote adoption of new processes.

The OCM team designed a change-agent network and helped to create and execute the company’s communications plan for keeping IT and other employees informed. Communications focused on the new operating model, the job status of individuals, and how workers would acquire the needed new skills to collaborate with the new service provider. ISG led the communications, stakeholder-needs assessment and learning-requirements development, arming leaders and employees with an action-based roadmap for transformation.

Future Made Possible

  • More than 1,800 people were involved in the transformation effort, and the CIO was able to service diverse business-unit executives to achieve three target objectives:
    – Transforming culture & building partnerships,
    – Transforming operations for efficiency, and
    – Transforming the customer experience.
  • The IT leadership team was able to achieve an 18% reduction in service costs across four business units.
  • Employees were enabled to acquire new consultative skills, which resulted in better alignment to each business unit’s strategic technology requirements.
  • IT became a showcase organization for the corporate CEO to cite as part of the broader corporate-culture transformation initiative.