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Initially engaged to provide support for Application Management, Certes’ discovery process identified an opportunity to strengthen LRG’s service management foundations. The programme quickly expanded to include: 

• Assessment of current ITIL maturity across people, process, technology, and partners 

• Design of a fit-for-purpose Target Operating Model (TOM) 

• Definition and implementation support for a Service Management Office (SMO) 

• Tools, frameworks, and guidance to support continued IT maturity 

• Delivery of an operational handbook to enhance Application Management practices 

Key Insights: 

• ITIL Practice Development: Change Management had been initiated, offering a strong base from which to build additional ITIL-aligned capabilities 

• Valuable Expertise: The team demonstrated deep operational knowledge, with opportunities to formalise and share this expertise more broadly 

• Collaborative Environment: A strong willingness to engage across teams provided a solid platform for transformation 

• Process Alignment Opportunity: Identifying a need for more defined governance and cross-functional processes presented a chance to unify service operations 

• Focus on Value: A shared goal emerged to better align service reporting with business outcomes and customer expectations 

Approach 

• Consulted with key leaders and the wider business across Infrastructure, Applications, Networks & Telecoms 

• Mapped interdependencies and identified areas for alignment, particularly with functions like cybersecurity and incident management 

• Partnered closely with stakeholders to ensure recommendations reflected LRG’s strategic direction and operational goals 

1. Target Operating Model (TOM)

 The TOM provided a practical blueprint to guide LRG’s IT evolution: 

• Aligned with strategic goals and industry best practices 

• Structured around nine key components, including governance, tooling, service design, performance, and culture 

• Delivered a High-Level Design (HLD), visual frameworks, and a roadmap for continued internal development 

2. Service Management Office (SMO)
    

Designed to embed service excellence across the IT function: 

• Proposed a decentralised hybrid model tailored to LRG’s structure 

• Introduced a new Head of SMO role to oversee service assurance, compliance, and delivery 

• Provided tools such as templates, role profiles, and behavioural guidelines to support consistency and collaboration 

• Strategic Alignment: A clearly defined TOM supports cross-functional alignment and growth 

• Strengthened Governance: Foundations established for consistent, scalable service practices 

• Enhanced Operations: Teams are equipped with practical tools to improve onboarding, ownership, and service delivery 

• Leadership Empowerment: LRG leaders are now positioned to confidently drive IT maturity and support the organisation’s continued expansion