Foundation for Digital Transformation


Global non-profit research institute engaged a new CIO to modernize technology platforms and play a critical role in defining the digital transformation strategy.  As the CIO navigated the perspectives and priorities of the board members and business unit leaders, they needed a trusted partner to assess and guide the infrastructure and operations team, including Cyber Security, through stabilization and maturity. 


The multi-year effort happened in stages, as the team, the environment, and the stakeholders were ready.  Daring Systems played a critical role in helping guide the CIO to establish a meaningful pace that would drive the right improvements without burning out the team.

Phase one of the effort evaluated and informed the funding model.  Historically treated as a cost center, the technology team needed to mature in order to become an enabler of change.  A comparative review of industry ratios, discussion with peer groups, and extensive research guided a pitch to the executive leadership team to increase the base funding of the team.  

 With new team members and appropriate funding, Daring guided the Cyber Security, Infrastructure, Operations, Data & Analytics, and Support teams through workforce and technology baseline assessments.  Identifying potential quick wins, Daring guided adjustments in the team organization, and managing service offerings.

Maturing the operational outcomes took education and several quarters to establish KPIs and capture trends. Once one team became proficient, they helped the next team. Monthly operations reviews gave the teams a chance to see how KPIs can not only guide performance but can help the teams work together more collaboratively by understanding trends.

Finally, Daring helped develop and form the next generation of leaders.  Realizing the potential of digital transformation means having a cohesive and trusting team of leaders working together for a common goal.  By establishing a staff meeting structure that functioned like a “family dinner,” each leader found a safe place to share ideas, get feedback, and be safe.


As a result of the engagement, the technology team had a strong and trusted partnership with Finance to drive funding — guided by clear goals, monthly tracking, and regular feedback.

 The executive leadership team enjoyed full transparency into the “black box” of information technology — with targeted investments, clear outcomes, meaningful capital investments, and the opportunity to weigh in on critical decisions.

Finally, the trust and engagement level of the senior leaders increased as they not only knew the role they played in enabling digital transformation but what role their peers played and how they could help each other succeed.