Organizational Transition – Healthcare Products Division
Executive Sponsor: Don Krapohl
[Redacted] Corporation is presently functionally-organized and biased strongly toward a single customer. The project efforts that led to this will be drawing down in FY14. By discounting several outmoded assumptions and capitalizing on changes in environment the organization will be able to overcome space issues, reduce the impact of the partnership dissolution, add business development and test lab capabilities, provide the ability to more rapidly adapt to local changes, simplify communications, and provide line-of-site accountability. Changes to within our market segment necessitate a more agile support structure that can cater to the needs of multiple customer requirements. Our realignment post-transition organization chart, transition timeline, and high-level transition plan are included herein.
Only 35% of personnel provide direct support that cannot be performed offsite
Engineering functions do not need direct customer facility access
Corporate intelligence analysts do not need to interface with customers
[Redacted site] and [Redacted site] locations are entirely unsuitable as warehouse space
Physical space is a persistent concern with partner co-location
Direct engineering support to partner companies is only operations of hosted infrastructure, the [Redacted] product line, and training.
There exists risk of O&M support reduction on award of new contract by customer [Redacted] in FY14
The Health Mining Partnership Initiative is to be dismantled in FY13
Personnel requirements for space and equipment need to be defined prior to drawdown
Functional leads to be named by discipline
Contract re-compete and partnering agreements renegotiated in FY13
Our customers are closely aligned with the proposed organization: Intelligence producers and consumers (Knowledge division), [Redacted Medical Supply Customer] (IT Support division), [Redacted Healthcare Customer] (Support division), and the other [Redacted] organizations (Portfolio Support and Enterprise Software Engineering divisions).
Intelligence producers and consumers
Mission: Provide IT capabilities and tools for business intelligence enhancement, analytics, and dissemination. Facilitate information transfer between producers and consumers of knowledge products.
Customer location: Widely distributed, none local.
[Redacted Healthcare Customer]
Mission: Provide direct support to [Redacted Healthcare Customer] for implementation and use of analytic capabilities.
Customer location: Partner-owned/leased office space in [Redacted Healthcare Customer] and annexes. Some servers and network elements located off-site.
[Redacted Medical Supply Customer]
Mission: Provide limited direct analytic subject matter and product support. Assist in facilitating vendor relationships and engineering/scientific support. Supply hosted infrastructure as a service and datacenter management for warehouse facilities.
Customer location: Owned/leased office space in [Redacted] and annexes. Some servers and network elements located on-site.
Program partners/Enterprise Support
Mission: Provide identical capabilities to other customers’ enhanced capabilities, expanded requirements, capacity planning to continue support.
Customer location: None local. Large majority not located within a primary facility.
Restructure the organization in a manner that balances customer-facing footprint, intelligence functions, enterprise engineering, and Enterprise Program support.
- Balance O&M support for partners, form lines of management by industry segment for IT direct support and customer-specific engineering efforts.
- Add a division for Program support that includes all non-operational support and infrastructure personnel.
- Retain divisions for Enterprise Software Engineering and Knowledge Management
- Remove intelligence activities from single executive and align in their own division.
- Emplace only IT direct support personnel at [Redacted Healthcare Customer] and [Redacted Medical Supply Customer]
- Remove all other personnel to a central location.
- Move all Enterprise-, Intel-, and Program-related functions away from partner sites.
- Email, VOIP, SharePoint, and other core services are presently hosted.
- Portfolio performance, metrics, announcements, calendars, WARs, and other administrative coordination on SharePoint.
- IT operations incident/request on BICES service desk tool.
- Identify cost-sharing potential with another organization with need of DISA collateral-rated office space with adjacent/attached warehouse/loading facilities.
- Buy-out or subcontract Brandon facility for remainder of lease.
Final-state Organization Chart
SLA-compliant connectivity can be attained in commercial space
Office equipment budget can be reallocated for the new facility
Larger organizational surface area adds noise to communications and decision cycle
Funding will come from management reserve at Atlanta CDC redesign project closure.
- [Competitor X] is execution-aligned in this way
- Ability to focus communication more tightly to/from/within customer efforts
- Provides only one accountable route into and out of each group
- More fundamental organization into operations, engineering, support, and knowledge
- Resolves warehouse issues
- Allows capability surge that limits space requests within partner locations
- Breaks the organization into elements that simplify execution of SOPs and workflows
- Optimizes on Service Level Management by coalescing incident/request processes
- Must vacate offices in [Redacted Location] and [Redacted Location] and terminate leases
- Likely to meet significant resistance from Healthcare Products and Energy Divisions as they compete for funding
- Capital expenses on centralized facility will increase
- Must SLA-accredit the facility quickly
- Easier accommodation of surge space needs
- Fewer targets for customer off-book requests
- Improved communications management throughout the division
- Better alignment with modes of work (operations, support, engineering, knowledge).
- Improved security for proprietary information
- Adds business development (BD) capability and increases demonstration space
- Adds to R&D capability
- Provides potential for test lab environment
- Collaboration between functional areas are enhanced
- Loss of mass at [Redacted Healthcare Customer] could have unknown impacts on future orders (mitigated by scheduled OPT dissolution and probable forced loss of personnel).
1 August – Plan announced
1-7 August – Discover office space options
7-10 August – Document infrastructure needs
13-17 August – Submit requests for equipment, sign lease for 1 Oct, begin facility accreditation request
20-31 August – Document and lay out workspace; order workstations, locks, safes, printers, and phones
3-14 September – Manage facility accreditation request, sign up for utilities and security monitoring
17-28 September – Stage equipment, schedule accreditation site inspection
1-12 October – Move office equipment, set up work areas, set up kitchen and coffee, move out of Brandon facility
15-26 October – Management reserve in case of schedule slip
29 October -2 November – Staff move-in of first group
5 November 2012-2 January 2013– Facility burn-in
3-31 January 2013– Emplace and configure remaining desks and workstations for second tenant group
1 February 2013 – Second group moves in
1 February 2013 – Transition complete