The challenge
A large government organization was facing a change process within its IT department. The existing working method was no longer in line with the increasing complexity of projects and the pressure to deliver faster and more integrally. Therefore, new roles and fixed points of contact were defined, with the aim of streamlining collaboration and accelerating decision-making.
The question, however, was: would these new processes actually work in practice, especially when the pressure was high and different teams had to switch gears at the same time?
The approach
To test this in a realistic setting, Eraneos designed a practical simulation that resembled a board game in form, but was fully aligned with realistic conditions.
In a virtual setting, more than forty participants from various IT teams worked together on the planning and implementation of a large technological project. They had to deliver their results within tight deadlines, while learning to work with new lines of communication and fixed points of contact.
The situation changed constantly as they went along. Deadlines were brought forward, resources suddenly became unavailable, and new assignments immediately rendered the existing planning obsolete. Teams were thus forced to reprioritize, revise agreements, and make joint decisions.
For the participants, this felt familiar and realistic: it was a true reflection of everyday practice, in which priorities often shift and unexpected requests come in at short notice. Eraneos consultants closely observed how the teams organized themselves, where the new processes helped, and where further reinforcement was needed.
The result
The practical simulation yielded many valuable lessons and recommendations. Clear lines of communication and clear agreements on escalation proved to be particularly important in preventing delays. The importance of designated contact persons was confirmed: they can speed up cooperation, provided they are also given sufficient decision-making authority.
In addition, it became clear that it pays to always focus on the common goal, rather than reasoning solely from the perspective of one’s own department. The exercise emphasized the usefulness of integrated collaboration and taking ownership of the whole.
The realistic setting not only gave participants insight into the strengths and weaknesses of the new process, but also gave them the opportunity to experience and improve it directly. The final report with observations and recommendations now forms an important basis for the further development of the IT organization.
About the client
The client is a large government organization with crucial responsibility for security and technological innovation. Collaboration between various IT and operational teams is essential in this regard. Because this is a sensitive project, the content is described in broad terms.
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