Why Terrotorialisation and Globalisation Is Hard?


In the past 7 years I have to chance to be included in terrotorialisation and globalisations visions of the companies. In this transformation in addition to my responsibilities as CIO nation operations, I also took the responsibility of European Region IT Program Management Office with more than 10 countries 6 years ago. As a result I was included int he process which are cohesive with central point of view based organizational strategies, in the same line with operations and organizational IT management in the area, a territorial IT vision, and involving improvement in strategy and objectives of business models. Therefore from this experience of IT related terratorialization effect, I will try to exemplify that it is not easy.

In one of my experiences I was in project development role for redesigning territorial IT organization, establishing a infrastructure consolidation in a team that defines territorial IT operational plan, integrated information management and business look, communication and cooperation services that use very complex matrix organization virtual teams. Decreasing more than 600 application to one of fifth with the aim of simplification, standardization, rationalizing and improvement, singularization of duplicate IT solutions, decrease 20 data centers to 3, decreasing total expenses which is 100 millions TL in IT, increasing cross sales with singularization of customers in the territory and changing slow and costly central effect of IT to become competition tool are being aimed. In this way transition from complex, discrete and inefficient structure to territorial and integrated structure and there can be changes and maintenance in lower costs, more work can be done with lower amount of labour, and effective and fast delivery solutions for business development, innovation and service quality can be achieved.

There are many difficulties in terrotorialisation. The main problems such as not being able to collect data from more than 10 countries, not being able to allocate resources for transformation as desired, dividing transformation costs to county operations, there is no reliable information management and measurement systems, not being able to conduct cost benefit analysis, realizing objective IT organizational architecture, hard time adopting the organizational IT policies and standards have arise in 1st years.

With the effort of both local optimization of country operations and territorial optimization and local markets, although it is started as developing a common IT business model in territorial transformation an effective and cohesive improvement is achieved, complexities have decreased for customer services. With a wide central IT team factory model for application, infrastructure and IT services should have been created and there would have been relation between small business partners and business units in local destinations. To achieve this common processes document for common quality management system and cohesive managerial model for internal and external services in the country's operations should have been applied.

But since this is a wide range transformation the vision is not well-structured and visions and objectives are not internalized, employees cannot be engaged and there are projects with same priority in the country operations, terrotorialisation has become problematic and is  prevented. In addition since decision making and moving forward takes a long time, cost benefit analysis are not realistic and unreliable, problems in territorial purchasing processes, inconsistency, integrity, reliability, efficiency of the scope changes due to sponsor changes have affected motivation negatively. As a result not only terrotorialisation is abandoned, but many of the county operations are removed due to unsuccessful effect and the territory is closed.

In another company under the scope of terrotorialisation it is an important experience for me to watch how a terrotorialisation project is successful by showing attention towards prioritizing, planning, owning, communication and employee commitment in concurrent projects.

Terrotorialisation is hard but as I witness how it is possible and how it is not achieved, I would like to inform you that with a leader team with appropriate skills, ability, technical knowledge and experience this process can be completed.





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