Critical Transition Phase in IT Management
A high-growth wholesaler – specializing in the supply of medical consumables, pharmaceuticals, reprocessing equipment, and high-end X-ray technology to specialist medical practices – faced a pivotal moment: With the planned departure of the incumbent CIO, the IT function needed to be stabilized while simultaneously driving several strategically critical digitalization projects to success.
Project Complexity Meets Resource Constraints
The IT organization was confronted with multiple simultaneous challenges: Parallel transformation projects, including the rollout of Salesforce modules (Field Service, CRM, Marketing Cloud) and the implementation of a new product frontend, demanded full attention, while the stable operation of the business-critical SAP R/3 system as the leading ERP had to be maintained. At the same time, a 50-person IT team needed to be led and stabilized – all without project or knowledge loss during the CIO transition. Insufficient prioritization and project governance further exacerbated the situation, as the outgoing CIO was overwhelmed by the workload.
Focus, Governance & Transition Security
To stabilize the IT organization and successfully drive the transformation, clear strategic levers were defined: Transparent project portfolio management enabled the prioritization of all initiatives, while stringent governance structures were introduced for the Salesforce and frontend projects. The stable operation of the SAP R/3 system was ensured through clear responsibilities and structured release management. Close cross-functional collaboration increased business acceptance, and targeted coaching of IT leadership enhanced the team’s delivery capability. In parallel, the interim CIO actively supported the selection, evaluation, and onboarding of a permanent successor to ensure a seamless transition.
Project Stabilization & Successful CIO Transition
Implementation followed clear, coordinated steps: The interim CIO assumed overall responsibility for the IT portfolio and reprioritized all projects. A weekly steering format ensured the rapid execution of the Salesforce modules (Field Service, CRM, Marketing Cloud) and the on-time launch of the new product frontend. Simultaneously, the SAP R/3 landscape was stabilized through targeted risk and change management. The 50-person IT team received clear structures, motivation, and leadership, while the CIO selection process was accompanied and the successor was onboarded in a structured manner – enabling a seamless transition without friction.
