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Evolution of connected services organization

The connected services organization structure is an important structural element as enterprises embrace IOT and deliver solutions to its customers. There are many questions that enterprises need to answer as they design a structure that scales, sustains and importantly delivers. Executive sponsorship that is driven by strong governance is crucial since the new organization will be a change from the traditional structures
Here are a few guiding principles based on my experiences working with firms across industries
  • The structure must facilitate the shortest path to delivering value to customers
  • Establish CxO level sponsorship to drive Connected Services
  • Think about it as a journey, and evolve the organization as you gain maturity
  • Think platforms and products rather than IT projects
  • Design for agility in the organization to respond to customer demands
  • Think Global, but act local - it is prudent to consider synergies across regions
Connected Organization.jpg

These principles are towards organizational design, here are the key functions that need to be considered to setup the organization. How an enterprise implements these functions is based on the culture, ways of working and past experiences. The horizontal and vertical teams can be combined together for releases. A healthy balance of team members from the previous organization infused with new blood minimizes the change impact.  

  1. Product team that is able to define the vision, and road-map. The product managers collaborate with end customers, marketing teams to envision the features and prioritize business value
  2. Chief product architect (or a team) that defines the technology vision, architectural blueprint and principles for the entire product to ensure that it's a robust and future proof solution
  3. User experience team that defines the overall experience, maps out customer journeys and creates experiences that are memorable
  4. Operations groups that plans the launch, customer care, ongoing support and maintenance
  5. Release and program management that does execution planning of releases, and budgeting. The program management team is responsible for the ROI tracking as well during the initial stages
  6. Device engineering group that is responsible for the hardware, device to cloud communication specs and potential retro fitment
  7. Platform engineering team that is responsible for the cloud platform roadmap implementation, API strategy for internal and external system integration. The data strategy and management is part of the platform team
  8. Infrastructure team that plans for overall capacity including setting up the internal continuous development and integration pipelines
  9. Innovation group that scans the horizon for emerging technologies and develops prototypes, plan for adoption within the platform

Each of these 9 functions are critical, whether these are setup as independent teams or teams sharing responsibilities depends on where in the journey is an enterprise. It is also possible that sub-functions emerge as the organizations gain maturity. What is important is that leadership recognizes the focus that's required to make connected services a self-sustaining and successful org. 

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