Stage 1: Trigger and Problem Recognition
What This Stage Is
This is the point where Acme realizes that the current model is no longer acceptable. This recognition can be triggered by one or more of the following:
- Information technology is fragmented
- Delivery is slow
- Provisioning takes too long
- Shadow information technology exists
- Cost is not well controlled
- Accountability is weak
- Application and infrastructure standards are inconsistent
- Business teams are not getting what they need fast enough
In real world, this stage often starts informally. Someone senior says: “This is not sustainable. We need to change how technology is delivered.”
Who Is Typlically Involved
Based on the Organization scale and structure, these roles may exist independantly or be merged. However, the basic idea remains the same.
| Role | Description |
|---|---|
| Chief Information Officer | The executive responsible for information technology strategy and operating model |
| Chief Technology Officer | Drives the future-state technology vision if separated from IT operations |
| Chief Financial Officer / Finance Leadership | Focused on cost, predictability, and efficiency |
| Business Unit Leaders | Concerned about revenue impact, product delays, and customer experience |
| Head of Infrastructure / Cloud / Operations | Explains day-to-day operational pain |
| Enterprise Architecture Team | Frames the problem structurally, not just operationally |
What Gets Produced
At this stage, the output is usually not a formal document. It is more like:
- Executive concern
- Transformation intent
- A decision to investigate options
What Can Go Wrong Here
If this stage is weak, the company frames the problem too narrowly.
For example:
We need cloud
Instead of:
We need a new operating model for infrastructure, applications, governance, automation, and service delivery
That difference is huge.
| ⬅ Series Home | Next: Scoping & Alignment ➡ |