There is a vast difference between an organisation that happens to have teams of people that develop software, and an organisation that benefits from the fact that it has teams of people that develop software. You want your organisation to be the latter.

In the former case, software encodes the present way you do business into a non-fungible state. In the latter and at its best, it unlocks the latent potential of your organisation, and creates opportunities that did not previously exist.

To take advantage of the capabilities of the 21st century as revealed through software, it has to be threaded through every part of your organisation, rather than being centralised in one place.

The consequence of this is that you cannot have a “digital” directorate or a “technology” team and expect to be able to capitalise on either. It is an anti-pattern that incentivises the 1900s.

If the only major change to how your organisation is structured in 2021 to how it was structured in 1999 is that now you have “digital” rather than IT on your org chart then you’re in trouble. At Stance we could help, but maybe I should fax this thread to you so it lands better.