IT operating model reform for central government agencies
KordaMentha led the creation of a central IT division for government, consolidating legacy groups to deliver shared services, drive digital strategy, and improve transparency, governance, and performance.
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Public SectorA KordaMentha partner led the design and implementation of a new central IT function for government, consolidating multiple legacy technology groups into a single division.
This new entity was established to serve all central agencies, delivering corporate and shared IT services across portfolios, leading the digital and platform agenda, and providing strategic oversight for whole-of-government technology.
The legacy environment was fragmented, with duplicated services, inconsistent structures, and unclear accountabilities.
The challenge was to build a fit-for-purpose operating model that could support both departmental needs and cross-government responsibilities, while improving performance, reducing duplication, and building stakeholder confidence.
How we helped
Using a structured government operating model framework, KordaMentha delivered a comprehensive redesign and implementation program.
- Conducted a rapid diagnostic of inherited IT functions, systems, services, and spend.
- Designed a multidisciplinary operating model across platforms, infrastructure, data, applications, cyber, and service management.
- Restructured the organisation, balancing in-house capability with external providers, and established new leadership roles.
- Created a shared services model for corporate IT and ERP platforms, with scalable onboarding for client agencies.
- Implemented IT spend transparency and portfolio oversight to support investment decisions and performance management.
- Embedded fusion team ways of working to connect policy, strategy, and delivery across portfolios.
Outcomes acheived
- New division established: Unified legacy groups into a single operating model.
- Clear accountabilities: Enabled service delivery functions to manage their own environments within an enterprise framework.
- Governance uplift: Introduced gated portfolio processes to improve oversight and investment alignment.
- Strategic impact: Positioned the division as central planner and standard-setter for digital infrastructure.
- Service consolidation: Reduced duplication and improved consistency across portfolios
- Leadership capability: Established new roles to drive reform and delivery.
- Spend transparency: Enabled clearer investment decisions and performance tracking.
- Cross-government alignment: Supported whole-of-government reform through shared platforms and governance.
