Overview
Bank of Ireland needed to modernise its IT operating model to support large-scale digital transformation. emagine designed and implemented a new structure, improving governance, reducing costs and enabling more strategic, business-aligned technology delivery.
The Challenge
Bank of Ireland is undergoing a significant digital transformation, requiring a more effective and scalable approach to managing technology change across the organisation.
At the time of the engagement, much of the IT change delivery environment relied on outsourced partners. While this model provided access to external expertise, it also introduced challenges in governance, cost control and alignment with business priorities.
Ensuring the right level of internal control became increasingly important.
As the volume and complexity of technology initiatives grew, the organisation needed stronger oversight of delivery activities, ensuring that projects remained aligned with strategic objectives and regulatory expectations.
At the same time, maintaining close alignment with the business was critical.
Technology investment needed to be clearly prioritised and linked to measurable outcomes, ensuring that programmes delivered tangible value and supported long-term strategic goals.
Another key challenge was the need to support multiple delivery approaches.
The organisation required a flexible operating model capable of supporting both agile, incremental delivery and large-scale transformation programmes using more traditional waterfall methodologies. Balancing these approaches within a single governance framework required careful design.
Cost efficiency was also a major consideration.
The existing model needed to be challenged to reduce the cost of change and ongoing operational expenditure. This included evaluating sourcing strategies, partner costs, location models and opportunities for insourcing key capabilities.
In summary, Bank of Ireland required a comprehensive transformation of its IT operating model – one that could improve governance, strengthen business alignment, support diverse delivery methodologies and reduce costs while enabling long-term digital transformation.
The Solution
To support Bank of Ireland’s transformation objectives, emagine partnered closely with senior leadership, including the COO and CIO, to design and implement a new IT operating model and organisational change programme.
Phase 1: Assessing the current state
The programme began with a detailed assessment of the existing IT environment.
A joint Bank of Ireland and emagine team conducted an IT capability assessment aligned with COBIT frameworks, providing a clear view of strengths, gaps and improvement opportunities.
This established the foundation for defining guiding principles for the target operating model.
Phase 2: Designing the target operating model
Building on the assessment, the team designed a new IT operating model aligned with the bank’s transformation objectives.
This included defining organisational structures, roles and responsibilities, governance frameworks and RACI models. In parallel, sourcing strategies and location models were developed to support a more scalable and cost-efficient delivery approach.
A key focus was balancing internal capability with external partnerships while improving control and efficiency.
Phase 3: Planning a controlled transformation
To ensure a smooth transition, a detailed implementation plan was developed.
A two-stage rollout approach was defined to minimise disruption and reduce uncertainty for employees. This structured plan enabled changes to be introduced in a controlled and manageable way across the organisation.
Phase 4: Implementing and realising value
emagine supported the execution of the new operating model, including recruitment of key roles such as senior Change Directors responsible for end-to-end delivery.
Large-scale communication initiatives, including town hall events, ensured alignment and engagement across the business.
Progress was continuously tracked against defined benefits, ensuring that improvements translated into measurable financial and operational outcomes while maintaining continuity across ongoing technology initiatives.
Transformation timeline
Phase 1
Assessing the current state
Phase 2
Designing the target operating model
Phase 3
Planning a controlled transformation
Phase 4
Implementing and realising value
The Results
Measurable cost efficiency
The programme delivered a €5 million annualised business case, reflecting improved cost control and more effective allocation of technology investment.
Stronger ownership of change delivery
A new Change Director function was established, with senior roles responsible for end-to-end delivery across programmes. This strengthened accountability and improved coordination of transformation initiatives.
Improved alignment between business and technology
The introduction of a Business Architecture function ensured closer alignment between technology initiatives and business strategy. This helped define programmes more clearly and ensured delivery of measurable outcomes.
Greater control and long-term scalability
A Bank-led engineering function reduced reliance on external partners and improved internal delivery capability. In parallel, the new operating model created a foundation for a multi-year procurement transformation programme, strengthening sourcing strategies and long-term cost control.
Overall, the programme delivered a more structured, efficient and scalable approach to technology change, enabling Bank of Ireland to continue its digital transformation with greater confidence and control.