What were the challenges within Bouwmaat?
“The challenge arose within IT. There was no insight and overview into the automation system and changes were becoming more and more difficult to implement. This while the need for change is constantly increasing and Bouwmaat is becoming increasingly dependent on automation. Old approaches are no longer adequate. Knowledge was mainly in the minds of different employees, spread across various departments, and was therefore not centrally available and difficult to connect.”
What choices do you make then, in order to provide insight with the aim of meeting the needs to change within Bouwmaat?
“It has become very clear to me that it requires a new way of working. See it as a culture change. Embracing architecture, from decision-making to day-to-day IT management practice, is a major challenge. It’s a process that you should not want to implement quickly because it takes time to get used to change. The trick is to find the optimum between the support and the degree of change that can be absorbed. So step by step. That’s why BlueDolphin was implemented within Bouwmaat in 2018. I was familiar with the tool and knew the possibilities it offered in terms of integrated insight and the recording of the “how” and “why” of automation.”
How do you ensure support to make that cultural change a success?
“Change is difficult, within every organization. The trick is to repeat messages. In addition, thanks to the current management of Bouwmaat, there is a focus on a new way of working. In fact, the importance of architecture is now being emphasized. This creates a consensus about working under architecture and the use of BlueDolphin to make that possible. The organization puts its shoulders to the wheel and that is seen by the management. I force myself to conform to current plans and the basis of architectural management. Having the basis of the implementation in order is an important learning for me on the process of new working methods and BlueDolphin so far.”