10 weeks to reshape how a large energy company runs technology.
A major North American energy infrastructure firm asked Deloitte to redraw its technology and information services organization. Ten weeks later they had a three-pillar operating model, a capability gap analysis, a competency framework, and a tactical roadmap to get there.
A technology function that had outgrown its own shape.
The client's technology and information services group had grown into a function nobody could draw cleanly. Roles overlapped, capability gaps were invisible until something broke, and the business asked for things the group couldn't quite say yes or no to. Leadership had committed to an efficiency-and-competitiveness program — but the people inside the function needed to know what their jobs would be on the other side of it.
The brief from leadership was specific: assess the current operating model, propose a target state aligned to leading practice, and produce something the team could actually move on. Leadership wanted a working operating system — with the roles, capabilities, and sequencing already worked out.
Five focus areas, three pillars, one roadmap.
Listen first — in their own words.
Stakeholder interviews and current-state operating-model workshops surfaced what the team actually struggled with: role clarity, decision rights, and how the function was supposed to talk to the business. The questions people kept asking — "what skills do I need?" "how does this work?" — were the brief.
Design a three-pillar service-delivery model.
Shared Services, Centers of Excellence, and Business Partners — each with explicit responsibilities, interfaces, and ownership. The diagram was the easy part. The real work was making the handoffs visible so they stopped absorbing time and trust.
Map capabilities to the pillars — then to gaps.
Capability workshops aligned which capabilities lived where, then a heat-map exercise made the gaps visible against future-state demand. Where the function was thin, where it was duplicated, and which capabilities were structurally missing — all on one page.
Translate the model into a path people could walk.
A competency framework mapped skills to capabilities; a leadership toolkit translated the model into how managers would coach and hire; a tactical implementation roadmap sequenced the moves so the transformation could land without breaking anything that was already running.
What got delivered.
from kickoff to a final report leadership could act on — current state, future state, and the path between.
surfaced as the strategic priorities for the transformation: relationship with the business, role clarity, capabilities & skills, culture, and operating model.
— Shared Services, Centers of Excellence, Business Partners — a delivered operating model with explicit ownership and interfaces, ready for the client to take forward.
— competency framework, capability gap analysis, and leadership toolkit packaged into a sequenced plan so the work could begin the week the engagement closed.
The engagement delivered more than a slide deck. It delivered a shared language and structure for hundreds of downstream decisions: who owns this capability, where does this skill live, what does this role look like in the new model. The same operating-model approach later showed up at ATB Financial at a different scale and tempo.
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