Corporate technology governance and internal capability across divisions and business functions.
The challenge
Divisions and business functions made disconnected technology decisions. Useful existing tools were poorly understood or inconsistently adopted, while new applications advanced without a common basis for evaluation and deployment. Technology initiatives also lacked a clear connection to business priorities and expected benefits.
The organization needed a governance model that could connect decisions across the business, improve the use of existing capabilities and guide the development of new technologies before committing to wider implementation.
Corporate governance across the business
Sand Hill created the governance model and convened the organization’s digitalization and AI governance team, with representation from each division and business function.
Sand Hill led governance meetings, prepared assessments and recommendations, facilitated decisions, tracked agreed actions and coordinated implementation. This work connected corporate priorities with the practical requirements of the businesses expected to use and maintain the resulting capabilities.
Capability within each business
Sand Hill trained and coached governance members and business sub-teams. The governance team extended that capability through training within each business, while subject matter experts contributed to specific projects and decisions about existing technologies.
This structure connected expertise across the organization with the knowledge and responsibilities of the people performing the work.
Making better use of existing technologies
The review identified existing tools that could solve business problems but had not been sufficiently communicated or adopted across the organization. In many cases, those capabilities met the business need without requiring new, untested technologies.
The governance process also provided a structured basis for developing and evaluating new applications. Decisions about wider deployment considered business value, organizational readiness and the implications of introducing changes across connected parts of the business.
The achieved outcomes
Following Sand Hill’s handover, the client assumed independent operation of the governance process. The engagement left an internal capability for assessing existing technologies, developing new applications and governing future deployment.
The business put existing capabilities to useful work, successfully piloted multiple tools and technologies and implemented foundational infrastructure projects.
Total costs for comparable foundational infrastructure projects were more than 10% lower than the organization’s experience before engaging Sand Hill.
How this work connects
The engagement connected technology decisions with business priorities, investment choices and organizational capability. Governance and team development established a basis for evaluating existing technologies, developing new applications and deciding when wider implementation was justified. The client now operates that capability independently.