When Andrew Campbell joined global equipment manufacturer Terex as CIO in 2016, the company had a twenty-year history of acquisitions. As a result, they had a bevy of small IT teams who dabbled in a number of different functional roles.
Officially, the IT organization was one global team, but informally, business unit leaders had identified IT staff who were “jacks of all trades” dedicated to their business alone. IT staff were more generalists than specialists and did not align to a carefully codified set of roles and responsibilities.
“Our IT organization was 250 people, but we had 183 different titles,” says Campbell. “We had telephony engineers, senior business analysts, IS specialists, and IT supervisors who didn’t actually supervise anyone. Often, the title didn’t represent the work the person was actually doing.”