Building the Perfect Technology Consulting Division: The Blueprint for an Engaged Digital Enterprise

Welcome to the Future of IT Consulting

Forget the old model of IT consulting—rigid, siloed, and disconnected from business needs. The modern enterprise demands a technology consulting division (TCD) that isn’t just a support function but a strategic powerhouse—a division that moves fast, drives innovation, and puts end-users at the centre of everything. Think agile project delivery, DevOps at scale, continuous learning, and embedded consulting, all underpinned by Technology Business Management (TBM) and the Business Technology Standard (BTS). This new model of IT consulting is designed to break down barriers between IT and business units, fostering collaboration and alignment towards common goals. By embracing this blueprint for an engaged digital enterprise, organisations can stay ahead of the curve, adapt to rapidly changing technology landscapes, and drive meaningful business outcomes. It's time to revolutionise how we approach IT consulting and pave the way for a more connected, innovative, and prosperous future.

The goal? A high-impact Technology Consulting Division (TCD) that doesn’t just advise but actively shapes the digital destiny of an organisation. This approach will enhance efficiency and productivity within the organisation and lead to more incredible innovation and competitiveness in the market. By breaking down traditional silos and fostering a culture of collaboration, the Technology Consulting Division can genuinely become a driving force for digital transformation. It's time to embrace a new era of IT consulting focused on shaping the future rather than just reacting to it.

1. The Case for a New Breed of Technology Consulting Division

Technology has outpaced traditional IT governance models. Organisations need more than IT support—they need a proactive, embedded team that connects technology strategy with business execution.

While at CBRE, I scaled a technology consulting unit from eight UK-based staff to a 104-member, multi-location digital force. This wasn’t about adding headcount; it was a fundamental shift in how technology, business operations, and end-users interact. The outcome? Increased agility, higher service quality, 25% faster product and service delivery, and a £3.2M budget surplus.

Let’s break down how to build the perfect technology consulting division that doesn’t just advise but delivers real, measurable impact.

2. Blueprint for a High-Performance Technology Consulting Division

2.1 Governance: Setting the Strategic North Star

Every world-class TCD needs an executive framework that ensures alignment with business strategy, operational goals, and financial oversight. This governance structure sets the direction for the division and provides clear guidelines for decision-making and resource allocation. Constantly aligning the TCD with the organisation's strategic objectives can drive value and deliver impactful results. Additionally, having strong financial oversight ensures that resources are utilised efficiently and effectively, ultimately leading to achieving goals and objectives. This means creating:

• Technology Steering Committee: A high-level decision-making body ensuring IT investments deliver business value. The Technology Steering Committee ensures that all IT investments align with the organisation's strategic objectives and goals. By carefully evaluating and prioritising technology projects, the committee can ensure that resources are allocated to maximise their impact on the business. This proactive approach to decision-making helps drive innovation and growth within the division, ultimately leading to more tremendous success and sustainability in the long run.

  
  

• TBM Framework for Cost Transparency: Every service is mapped against business outcomes, making technology spending visible and accountable. By implementing a technology steering committee, organisations can ensure that IT investments align with the overall business strategy, maximising the value they bring to the organisation. The TBM Framework for Cost Transparency allows for a clear understanding of how technology spending aligns with business goals, promoting accountability and efficient resource allocation. Together, these strategies lead to a more effective use of resources and a greater likelihood of achieving organisational goals and objectives.

• BTS Governance Model: Creating an enterprise-wide IT decision-making process based on value streams and business capability-driven funding. By implementing these strategies, organisations can better align their technology investments with their overall business objectives. The Technology Steering Committee ensures that IT projects directly contribute to the business's success. At the same time, the TBM Framework provides transparency into how technology spending is allocated and helps identify areas for improvement. The BTS (Business Technology Standard) Governance Model helps ensure that IT decisions are made with a clear understanding of the value they bring to the organisation, ultimately leading to a more efficient and effective use of resources, and with an open-source foundation, is constantly improving and being amended for the better.
  
  

2.2 Agile Project Delivery: Rethinking Execution

The traditional IT project model is dead. Today’s TCD operates with extreme agility, bringing DevOps, cloud-native architecture, and business agility together. This shift in mindset allows for quicker responses to changing business needs and market demands. By breaking down silos and fostering collaboration between IT and business teams, organisations can adapt and deliver value at a much faster pace. Embracing agile project delivery means staying ahead of the competition and driving innovation within the organisation.

• Project Portfolio Management (PPM) 2.0: Think real-time dashboards, AI-driven forecasting, and predictive analytics to optimise resources. By embracing PPM 2.0, organisations can make data-driven decisions that allocate resources more efficiently and effectively. Real-time dashboards provide visibility into project progress and performance, allowing quick adjustments and course corrections. AI-driven forecasting and predictive analytics help identify potential risks and opportunities, allowing teams to address challenges proactively and seize growth opportunities. Overall, PPM 2.0 enables organisations to stay agile, responsive, and competitive in today's fast-paced business landscape.

  
  

• Scaled Agile (SAFe) Integration: Aligning enterprise-wide digital programmes with lean, iterative execution models. These strategies enable companies to allocate resources effectively, prioritise projects, and respond quickly to market changes. By implementing PPM 2.0 and integrating SAFe practices, organisations can achieve greater efficiency, improved communication, and ultimately, increased success in delivering projects on time and within budget. This holistic approach to project management fosters a culture of continuous improvement and innovation, positioning companies for long-term growth and sustainability in today's rapidly evolving business landscape.

  
  

• Change Management at Speed: Using Prosci’s ADKAR model to drive tech adoption before, during, and after rollout. By integrating these strategies, organisations can effectively navigate the complexities of digital transformation and ensure successful project delivery. With real-time dashboards and AI-driven forecasting, leaders can make informed decisions and allocate resources efficiently. By aligning digital programmes with lean execution models, organisations can achieve greater agility and adaptability in the face of constant change. Additionally, utilising the ADKAR model for change management ensures that technology adoption is seamless and sustainable, driving long-term success for the organisation. Too many people believe change management is all about communications; it's important but more than just advisory comms to the user base.

  
  

2.3 DevOps: The Engine of Continuous Innovation

• Full CI/CD Pipelines: Automating everything from code integration to deployment, rollback, and security scanning. This level of automation allows for faster delivery of software updates and improvements, leading to increased customer satisfaction and competitive advantage. By implementing DevOps practices, organisations can ensure that their technology teams respond quickly to changing market demands and customer needs. This agile software development and deployment approach is essential for staying ahead in today's fast-paced digital landscape.

  
  

• AIOps-Driven Incident Management: AI-powered monitoring tools like Moogsoft and Dynatrace are used to predict and prevent outages. DevOps is essential in driving continuous innovation within organisations. By implementing full CI/CD pipelines, teams can automate the entire process, from code integration to deployment, rollback, and security scanning, allowing faster and more efficient software delivery. Additionally, utilising AIOps-driven incident management tools such as Moogsoft and Dynatrace enables teams to predict and prevent outages before they occur, improving overall system reliability and performance.

  
  

• Self-Healing Infrastructure: Leveraging IaC (Infrastructure as Code) and automated remediation scripts to reduce downtime. These advanced DevOps practices are essential for organisations looking to stay competitive in today's fast-paced digital landscape. Companies can ensure continuous innovation and minimise disruptions by implementing full CI/CD pipelines, AIOps-driven incident management, and self-healing infrastructure. With lean and iterative execution models, change management at speed becomes achievable, allowing for seamless tech adoption throughout the entire rollout process. This comprehensive approach to technology implementation sets the stage for organisations to thrive in an ever-evolving digital world.

  
  

2.4 Consulting & Advisory: The Embedded Digital Strategy Team

A true TCD is more than just execution—it’s a business enabler that helps leadership teams understand how technology accelerates business goals. The Embedded Digital Strategy Team at 2.4 Consulting & Advisory goes beyond just executing tasks; they serve as true business enablers. They work closely with leadership teams to align technology initiatives with overall business objectives, ensuring technology is leveraged to drive growth and innovation. By providing strategic guidance and insights, the Embedded Digital Strategy Team helps organisations navigate the complex digital landscape and stay ahead of the competition. Their expertise and forward-thinking approach empower businesses to make informed decisions that drive success in today's rapidly evolving digital economy. By helping leadership teams understand how technology can accelerate business goals, they provide valuable insights and recommendations for strategic decision-making. This holistic approach ensures that technology is not just a tool but a key driver of success for the organisation.

• Enterprise Architecture as a Service: Designing future-proof IT ecosystems. With Enterprise Architecture as a Service, businesses can rely on a team of experts to design and implement IT systems that are efficient and effective in the present and capable of adapting to future technological advancements. By taking a proactive approach to technology planning, organisations can avoid costly disruptions and ensure that their IT infrastructure always aligns with their business objectives. This strategic focus on building future-proof IT ecosystems sets businesses up for long-term success and growth in the ever-changing digital landscape.

  
  

• Business Process Optimisation (BPO) Consultancy: Helping departments digitise and streamline operations. By leveraging Enterprise Architecture as a Service, businesses can design IT ecosystems that are flexible and adaptable to future technological advancements. Additionally, Business Process Optimisation Consultancy assists in improving efficiency and reducing costs by digitising and streamlining operations across departments. These services empower businesses to stay competitive and thrive in the digital age.

  
  

• Board-Level IT Strategy Advisory: Ensuring technology investments align with revenue growth and operational efficiency. By leveraging these services, organisations can create a comprehensive roadmap for digital transformation that aligns with their overall business objectives. This strategic approach to technology implementation allows companies to stay ahead of the curve in an ever-evolving market landscape. With the guidance of experienced consultants, businesses can navigate the complexities of modern IT systems and harness the power of technology to drive sustainable growth and innovation.

  
  

2.5 Learning & Development: Creating a Culture of Continuous Upskilling

Tech stacks evolve, and so do skills. The TCD must drive an internal learning revolution. By investing in continuous learning and development opportunities, organisations can ensure their employees have the skills and knowledge to keep up with rapidly changing technology trends. The Technology and Continuous Development (TCD) team is crucial in driving this internal learning revolution, fostering a culture of continuous upskilling across all departments. By staying ahead of the curve and investing in the development of their workforce, organisations can future-proof their IT ecosystems and drive long-term success.

• On-Demand Learning Platforms: AI-driven personalised learning paths, virtual classrooms, and interactive training modules are just some of the tools the TCD team uses to provide employees with the resources they need to thrive in the digital age. These platforms offer flexibility and accessibility, allowing employees to learn at their own pace and schedule. By embracing on-demand learning, organisations can empower employees to take control of their professional development and stay competitive in the ever-evolving tech landscape. They integrate LinkedIn Learning, Coursera, and internal knowledge hubs.

  
  

• Tech Bootcamps & Certification Tracks: In-house training in DevOps, cybersecurity, AI, and cloud engineering. Furthermore, our team also offers in-house tech boot camps and certification tracks. These programs focus on essential skills such as DevOps, Cybersecurity, AI, and Cloud Engineering, which are crucial in the digital age. By providing targeted training in these areas, we ensure they have the knowledge and expertise to excel in their roles and contribute to the organisation's success. Through a combination of online platforms and hands-on training, we are committed to helping our employees stay ahead in the ever-evolving tech landscape.

  
  

• Mentorship & Leadership Development: Ensuring the next generation of IT leaders is homegrown. Our mentorship and leadership development programmes are designed to cultivate and nurture the talents of our employees, preparing them to take on leadership roles within the organisation. By pairing them with experienced mentors who can provide guidance and support, we aim to empower our employees to reach their full potential and become the future leaders of our company. Through a combination of formal training, hands-on experience, and ongoing support, we are committed to building a strong pipeline of talented IT professionals who can drive our organisation forward in the fast-paced world of technology.

  
  

3. Driving End-User Engagement: The Heart of the TCD

Building a technology consulting function without deep end-user integration is like building a Ferrari without a driver’s seat. End-user engagement is crucial in ensuring an organisation's success and adopting new technologies. By involving end-users in the decision-making process and providing training and support, companies can drive enthusiasm and usage of IT solutions. This approach enhances productivity and creates a culture of innovation and continuous improvement. Ultimately, the success of any technology consulting function relies on the active participation and satisfaction of end-users. Here’s how the best teams embed user engagement into technology delivery:

3.1 From Passive Users to Active Collaborators

• Design Thinking Workshops: Co-creating digital solutions with users, not for users. This collaborative approach ensures that the end-users' needs and preferences are considered from the beginning of the technology development process. By involving users in design thinking workshops, companies can gather valuable insights and feedback, leading to more user-friendly and effective IT solutions. This shift from passive users to active collaborators fosters a sense of ownership and investment in the technology, ultimately driving adoption and success.

  
  

• Embedded Product Owners in Business Units: TCD specialists directly aligned with department heads to provide real-time advisory and digital enablement. These embedded product owners work closely with end-users to understand their unique challenges and requirements, ensuring that the developed IT solutions meet their needs. By having a direct line of communication with department heads, the TCD specialists can quickly address any issues or concerns that arise, leading to faster and more effective implementation of technology solutions. This collaborative approach improves the overall user experience and helps drive innovation and efficiency within the organisation.

  
  

3.2 Using DevOps to Bridge IT & Business

• Self-Service IT Portals: Letting business teams request, configure, and manage IT resources without waiting for approvals. This shift in mindset from passive users to active collaborators is crucial for ensuring that technology solutions meet the needs and expectations of end-users. By involving users in the design process through design thinking workshops and embedding product owners in business units, teams can gain valuable insights and feedback to inform their technology delivery. Using DevOps to bridge the gap between IT and business further enhances user engagement by enabling self-service IT portals, empowering business teams to quickly and efficiently access the necessary resources without unnecessary delays.

  
  

• Conversational AI & ChatOps: These technologies enable real-time collaboration using Slack, MS Teams, and AI-driven support bots. These tools streamline communication between IT and business teams, allowing for quick problem-solving and decision-making. By implementing conversational AI and ChatOps, organisations can create a more efficient and user-friendly environment, ultimately improving user satisfaction and overall productivity. Additionally, these technologies can help teams adapt to changing user needs and preferences in real time, ensuring that IT solutions always align with end-user expectations.

  
  

3.3 Learning & Development: Making Tech Accessible to Everyone

• AI-Powered Onboarding: Tailored IT learning pathways based on role-specific needs. These pathways can be personalised to each individual's skill level and learning preferences, ensuring that employees are equipped with the knowledge they need to utilise technology in their roles effectively. Additionally, AI-powered onboarding can help streamline the training process, allowing new hires to quickly get up to speed and start contributing to the team. By making tech accessible to everyone through tailored learning experiences, organisations can foster a culture of continuous learning and innovation.

  
  

• Tech Masterclasses for Leadership: Upskilling business executives on AI, cloud, and automation. These masterclasses provide leaders with the knowledge and tools to lead their teams in a technology-driven world effectively. By equipping executives with the latest tech skills, organisations can ensure they are making informed decisions and driving innovation within their companies. Ultimately, investing in tech masterclasses for leadership can lead to increased efficiency, competitiveness, and overall success in the ever-evolving business landscape.

  
  

4. Leveraging TBM & BTS for Maximum Value

4.1 TBM: Turning IT Costs into Business Value

• IT Cost Transparency: Every department understands how IT spending contributes to business outcomes. This transparency allows for better decision-making and resource allocation, ensuring IT costs align with business goals. By leveraging Technology Business Management (TBM) principles, organisations can track and optimise their IT spending to drive maximum value. Business Technology Strategy (BTS) can also help align technology initiatives with overall business objectives, ensuring that IT investments directly contribute to the organisation's success.

  
  

• Run-Grow-Transform (RGT) Model: Prioritising investments into operational stability (Run), innovation (Grow), and transformation (Transform). This model can help organisations balance short-term needs with long-term strategic goals, ensuring that IT investments are aligned with the overall business strategy. Using the RGT model, companies can allocate resources effectively to support day-to-day operations while investing in future growth and transformation. Incorporating these principles and models into IT decision-making processes can help organisations drive efficiency, innovation, and competitiveness in today's rapidly evolving business landscape.

  
  

• Benchmarking Against Industry Data: Comparing IT spend efficiency against market leaders. By analysing data from industry benchmarks, organisations can identify areas where they are overspending or underinvesting, leading to more informed decision-making. This allows for adjustments in IT spending to better align with industry standards and drive greater efficiency. By incorporating these strategies into their IT management practices, organisations can ensure that their technology investments are strategic and cost-effective and ultimately contribute to the overall success and growth of the business.

  
  

4.2 BTS: A Framework for Execution

• BTS Value Streams: Mapping technology initiatives to business capability improvements. This framework helps organisations prioritise and align their IT projects with their overall business goals, ensuring that technology investments directly contribute to improved business outcomes. By mapping technology initiatives to specific business capabilities, organisations can better understand each project's value and make informed decisions about where to allocate resources. This approach allows for a more strategic and efficient use of IT resources, ultimately leading to increased competitiveness and growth in the market.

• BTS Digital Development Models: Structuring Agile, DevOps, and governance within a unified framework. By aligning technology initiatives with business capabilities, organisations can prioritise projects with the most significant impact on their bottom line. This method also helps to identify any redundancies or inefficiencies in IT operations, allowing for streamlined processes and cost savings. With BTS Digital Development Models, companies can stay ahead of the curve and adapt quickly to changing market demands, giving them a competitive edge.

  
  

• The framework also promotes collaboration between cross-functional teams, fostering innovation and creativity in project development. By utilising Agile and DevOps methodologies, organisations can accelerate their time-to-market for new products and services, staying one step ahead of the competition. Additionally, the governance structure ensures that projects are executed efficiently and effectively, maximising ROI and driving overall business success. In today's fast-paced digital landscape, companies that embrace the BTS Digital Development Models will be well-positioned to thrive and grow in the market.

  
  

• BTS Service Management: Standardising ITSM practices to enhance operational efficiency. Incorporating BTS Service Management practices further streamlines operations and ensures that IT services are delivered consistently and effectively. This standardisation also enables organisations to manage resources better, reduce costs, and improve overall service quality. By aligning IT services with business goals and objectives, companies can enhance customer satisfaction and drive continued success in an ever-evolving digital world.

  
  

5. The Key Metrics: Measuring TCD Success

A cutting-edge TCD must be data-driven. Key KPIs include:

• Technology Adoption Rate: How quickly users adopt new tools and processes. Service Level Agreements: Tracking IT support services' response times and resolution rates. Customer Satisfaction: Gathering feedback from end users to gauge their overall experience. By monitoring these key metrics, organisations can ensure that their TCD strategy effectively meets the business's and its customers' needs. This data-driven approach allows for continuous improvement and optimisation of IT services, ultimately leading to greater efficiency and success.

  
  

• DevOps Performance Metrics: Deployment frequency, change failure rates, MTTR (Mean Time to Recovery). These metrics are crucial in assessing the success of the TCD implementation and can provide insights into areas needing improvement. By tracking technology adoption rates, organisations can ensure that users effectively leverage new tools to drive business capabilities. DevOps performance metrics, such as deployment frequency and change failure rates, help to gauge the efficiency and effectiveness of development and operations processes. Monitoring MTTR allows teams to quickly identify and address issues, minimising downtime and optimising system reliability. Overall, these key metrics play a vital role in measuring the impact and value of a transformative technology initiative.

  
  

• TBM-Driven Financial KPIs: IT cost as a percentage of revenue, cloud spend efficiency. These financial key performance indicators (KPIs) provide insight into the economic impact of technology initiatives on the overall business. By monitoring IT costs as a percentage of revenue, organisations can ensure that their technology investments are aligned with business goals and deliver value. Cloud spend efficiency metrics help optimise cloud usage and costs, ensuring that resources are utilised effectively and cost-effectively. Together, these TBM-driven financial KPIs complement DevOps performance metrics in providing a comprehensive view of the success and impact of technology initiatives on the organisation.

  
  

• User Engagement Scores include satisfaction ratings and NPS (Net Promoter Score). These scores provide valuable insights into how well IT services meet users' needs and expectations. By tracking user engagement scores, organisations can identify areas for improvement and make adjustments to enhance the overall user experience. A high user engagement score indicates that IT services deliver value and drive positive business outcomes.

  
  

Final Thoughts: The Future of the Technology Consulting Division

The Technology Consulting Division isn’t just a support function—it’s a catalyst for enterprise-wide digital transformation. Organisations that adopt this new model—blending agile execution, user-first consulting, AI-powered DevOps, and learning & development—will outperform competitors in the era of continuous disruption. For example, a company implemented a new IT service platform, allowing more efficient employee communication and collaboration. This resulted in higher user engagement scores and increased satisfaction ratings, ultimately leading to improved productivity and overall success for the organisation.

As the Technology Consulting Division continues to innovate and drive digital transformation, it will be crucial in helping the organisation stay ahead of the curve and remain competitive in an ever-evolving market. By staying on top of the latest technological advancements and trends, the Technology Consulting Division will be able to anticipate and adapt to changes in the industry before they become mainstream. This proactive approach will give the organisation a strategic advantage over its competitors and ensure its continued success despite continuous disruption. With a strong focus on innovation and digital transformation, the company will be well-positioned to meet the evolving needs of its customers and stay ahead of the curve in a rapidly changing market.

This example shows how strategically scaling a consulting function leads to a more responsive, agile, and business-aligned IT force. Investing in a robust consulting function allows you to position yourself as a leader in the industry, pivot quickly and capitalise on emerging trends. This agility enhances the company's reputation and fosters a culture of innovation and adaptability among its employees. As a result, you can stay one step ahead of your competitors and continue to thrive in an ever-changing business landscape.

The future belongs to organisations that embed technology consulting as an innovation engine—not a cost centre but a growth driver. The question is: Will yours be one of them?