IBL TOGETHER
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“ A person should be more empowered to tackle their problems inside a clear and defined framework ”
— Laurent Fayolle , Group Information & Technology Executive , IBL Together , Mauritius we had a completely decentralised model , and on the other we had a much more centralised model , as well as a consequent team to manage and operate the IT activities . A new mandate had to be defined towards a ‘ First-time right ’ approach .” This , he says , meant that each step had to be carefully considered in order to minimise disturbance to the business and its teams . Solutions had to be tailor-made for each challenge , to allow for the diversity of IBL ’ s various operations , while maintaining a stable work process .
Each operation , Fayolle notes , had to be granted more autonomy , or “ empowerment ” to heighten focus on the core business . “ Our model had to become more decentralised . It became more about empowering IT managers to make these decisions for themselves . As a group , we can ’ t decide what ’ s best for business better than those that are directly involved on a daily basis . As IT strategies should always be aligned with business strategies , it doesn ’ t make sense for the Group IT department to make business decisions when , instead , a team can be more empowered to tackle its
NOVEMBER 2019