Contents
Toward a New IT Organizational Structure for Businesses to Improve Performance
White Paper: The Digitally Optimized Company
Inspired by the practices of digital-native companies, yet designed to adapt to the unique characteristics of established organizations, this model aims to reposition IT as a true driver of value rather than merely a support function.
The steps for transforming from the current traditional IT department model to the Digitally Optimized Company (DOC) are outlined in the chapters of this white paper.
- Establish and Share a Vision for Transformation
- Rethinking the Management Strategy
- Define the Organizational Architecture
- Leading Transformation: From Vision to Execution
Why Copying Digital-Native Companies Doesn't Work
So-called “digital native” companies—startups, DNVBs, and tech giants—are often one step ahead. For them, technology isn’t just a support function: it’s at the heart of all their operations. Their product, marketing, data, and finance teams natively incorporate the technological skills necessary for their performance.
Conversely, older companies were built around centralized support functions, including the IT department. This organizational structure was effective for a long time, but it is now showing its limitations:
- silos between IT and business units,
- cumbersome decision-making,
- difficulty innovating quickly,
- the perception of IT as a cost center.
The DOC Model: Separate to Better Align
At the heart of the DOC model lies a simple yet fundamental idea: clearly separating technological functions based on their purpose, in order to reduce complexity, improve clarity, and enhance business impact.
This new organizational structure is built around three major business lines:
- the Tech Hub, which ensures overall consistency and strategic vision,
- Application Factories, which are closely aligned with business functions and value creation,
- Digital touchpoints, focused on user experience and adoption.
This separation is not a division. On the contrary, it allows for better coordination of roles and smoother interactions.
Tech for Business
Learn about our expertise and experience in helping organizations address their IT challenges.
The Tech Hub: A Strategic Pillar and Guarantor of Consistency
In a decentralized organization, the main risk is a loss of coherence. The Tech Hub is designed specifically to address this challenge.
Positioned as close as possible to senior management, it is responsible for the “core” technology functions, just as the finance department and the human resources department are responsible for their respective areas.
The Tech Hub doesn't do everything, but it sets the framework.
Its Key Responsibilities
-
's Forward-Looking Vision and Digital Strategy It anticipates major technological trends (cloud, data, AI, cybersecurity) and translates them into guiding principles aligned with the company's strategy. -
Architecture and Overall Consistency
It defines the rules for application, data, and infrastructure architecture, ensures interoperability, and supports cross-functional projects. -
Cybersecurity and Risk Management
This role establishes the expected level of security, defines policies, and ensures their implementation, without necessarily being involved in day-to-day operations. -
Procurement and technology sourcing
In line with the “Make or Buy” strategy, he oversees major contracts, seeks economies of scale, and strengthens supplier relationships. -
Management and Governance
He ensures cost transparency, coordinates cross-functional projects, and ensures a clear organizational structure among the various entities.
The Tech Hub thus ensures strategic alignment without creating an operational bottleneck.
Application Factories: Bridging the Gap Between Digital Technology and Business
As the second pillar of the DOC model, Application Factories represent a major shift: digital initiatives are no longer managed remotely; they are now integrated into business operations.
Reporting to the operational departments (finance, supply chain, marketing, HR, etc.), their sole mission is to effectively meet the teams’ application and technology needs.
Why is this model more effective?
Application Factories offer two key advantages:
- They have a deep understanding of business challenges, which enables them to design solutions that are truly useful.
- They manage their budgets effectively, thereby enhancing accountability and transparency in decision-making.
Their main responsibilities
- Identify and define application requirements in line with the business strategy
- Select, purchase, or develop the appropriate solutions (including low-code and no-code solutions)
- Managing the Application Lifecycle
- Manage supplier relationships and contracts
- Ensure the integration and maintenance of solutions
- Work with the Tech Hub to ensure security and consistency
This model also makes it possible to transform shadow IT into managed IT by allowing for local autonomy while providing oversight.
Tech for Business
Learn about our expertise and experience in helping organizations address their IT challenges.
Digital Touchpoints: Putting the User Back at the Center
The third component, which is often underestimated: digital touchpoints.
They represent the most visible part of IT for employees. Their mission is clear: to promote the adoption of tools and improve the user experience.
In the DOC model, touchpoints are refocused on their supportive role, free from the unnecessary complexity associated with heterogeneous environments.
Their Core Missions
-
Service Desk and User Support: Providing effective and clear support across the entire digital catalog. -
Incident Management and Coordination: Ensuring business continuity and minimizing operational impacts. -
Continuous Improvement of the Digital Experience
Leveraging user feedback to simplify, optimize, and enhance services.
An IT Organization Dedicated to Overall Performance
The strength of the DOC model lies in its ability to address the major challenges faced by companies:
- Strategic Alignment Through the Tech Hub
- Accelerating Digital Transformation Through Application Factories
- Cost Control Through a Value-Based Approach
- Continuous innovation driven by business units
- Enhanced Security and Governance
- Better user experience
The strength of the Digitally Optimized Company model is that it is adaptable. It is not a rigid blueprint, but rather a framework to be co-created based on each organization’s culture, maturity, and challenges.
Tech for Business
Learn about our expertise and experience in helping organizations address their IT challenges.
Frequently Asked Questions
What are the main limitations of the traditional CIO model today?
What is a Digitally Optimized Company (DOC)?
The Digitally Optimized Company is an organizational approach that reposition IT as a strategic driver of value, not just a support function.
Inspired by the practices of “digital natives,” it aims to bridge the gap between technology and business, clarify roles, and accelerate the agility and responsiveness of technology-related decisions.
This model is designed to adapt to the constraints of established organizations while leveraging digital best practices.
How can a company evolve toward a more effective and value-driven IT department?
- Rethink the organization by aligning technology priorities with business objectives.
- Delegate and organize digital business initiatives to reduce dependencies and accelerate delivery cycles.
- Clarify responsibilities and decision-making processes between IT and business units.
- Integrate innovation (cloud, AI, data) across the organization rather than within an isolated scope.
A Gradual Transformation Toward a DOC that helps reconcile local autonomy with overall consistency
White Paper – Becoming a Digitally Optimized Company
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