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Case Study

Interim CIO at a leading international fashion retailer

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Interim CIO at a leading international fashion retailer

A fashion retailer was struggling with high staff turnover rates and outdated technologies. Due to high employee turnover, the company’s competitiveness was also at risk. Targeted measures such as replacing the second management level, implementing a risk tracker and switching to an agile domain structure stabilized the IT organization, reduced staff turnover and provided an investment budget of EUR 15 million for technical upgrades.

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Company Details

  • Fashion retailer with approx. 15,000 employees ​
  • Operates 170 locations in 14 countries in Central and Eastern Europe, production facilities located in Asia, Hong Kong​
  • IT organization consists of around 450 employees, with the headquarters situated in Dusseldorf​
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Situation and Challenge

  • Short-term release of the internal Group CIO​
  • Fluctuation in IT: approx. 15 resignations in one month​
  • 70 % of positions in the 2nd management level are either vacant or under notice​
  • Technology and expertise lagging 10 to 20 years behind, resulting in decreased competitiveness​
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Objective and Task

  • Ensuring the IT organization is aligned with the new omnichannel digitization project​
  • Focus on stabilizing the organization​
  • Addressing technical restructuring, initially not included in the project scope​
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Measures and Procedures

  • Managing 9 departments and replacing the second management level​
  • Developing a risk tracker to prioritize urgent technical investments in infrastructure, digital workplace, and IT security​
  • Facilitating open communication through town hall meetings, newsletters, and intranet updates​
  • Reorganizing departments and transitioning to a domain structure based on an agile model​
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Results and Achievements

  • Entirely replacing the 2nd management level​
  • Aiming for a decrease in staff turnover to 1 to 2 employees per month​
  • Allocating a €15m investment budget for technical refurbishment, with swift execution and completion​
  • Transferring two departments to an agile domain structure​

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