Accelerating IT Agility and Transformation
CZ had formulated a new strategy for 2030, in which accessible care at an affordable and competitive premium was central. Cost control and digitalization were the main pillars underpinning this strategy. For IT, this meant a shift in both organization and landscape: better prioritization and alignment, autonomous teams, different leadership and a different culture, and modernization of the IT and data landscape.
Although a target architecture and roadmap were already being developed and the replacement of several mainframe applications had been initiated, key decisions regarding the design of the future IT landscape were still pending.
Their question
CZ asked Anderson MacGyver to support in answering how CZ IT can become faster and more agile, ensuring better alignment with its strategic ambitions.
The assignment focused on validating the target architecture and transformation approach, assessing the feasibility of selected solution directions per domain, evaluating available IT capacity to deliver the transformation, and defining the future sourcing strategy for IT capabilities.ed with control, managing dependencies, and minimizing transformation risk over a multi‑year horizon.
Our answer
Anderson MacGyver supported CZ with a comprehensive analysis of the IT transformation, connecting business, IT, and financial insights.
We first made the business operating model and transformation direction explicit and mapped the current IT landscape onto this model using the Operating Model Canvas.
In addition, we provided insight into IT spend and capacity per domain, including a peer benchmark and an analysis of run versus change allocation, calibrated against CZ’s strategic objectives.
Based on this, we conducted an independent second opinion on the target architecture and transformation approach, followed by defining sourcing principles and key drivers for the future IT capability model.
The impact
The report was presented to CZ’s Executive Board and resulted in formal decision-making by the Board. It was agreed to follow the recommendations along three key directions: rationalisation of the IT landscape, migration towards standard platforms with proven best practices, and selective outsourcing of IT services.
A mature IT steering (regie) organisation is a prerequisite for further outsourcing of the application landscape and related services. This requires a shift from focusing on the “how” to defining the “what”, as well as the development of new governance, architecture, and steering capabilities.
This has triggered a significant shift within CZ’s IT and data domain, with direct impact on how business domains are supported by the underlying IT landscape.
