IT is a drag to the company. The senior leadership team within the IT department is largely composed of individuals who have recently assumed their roles. Notably, during IT town hall sessions, they proudly highlight achievements such as a doubled budget and a tripling of the workforce. However, these presentations omit any reference to the fact that these expansions have not been paralleled by a proportional increase in project delivery. To illustrate the extent of mismanagement within the IT department, consider the following: there are currently more than a thousand consultants operating within IT, a majority of whom were brought in under the guidance of one individual personally affiliated with the consulting companies. When combined with the existing IT staff, this influx of consultants has led to IT personnel constituting nearly 50% of the entire company workforce. This statistic is particularly astonishing for an insurance firm and the cost is exuberant. The challenge is exacerbated by the scarce number of employees assigned to oversee this multitude of consultants. Consequently, a highly demanding atmosphere prevails for the full-time staff. Furthermore, the consultants, predominantly located in India, operate within disparate time zones, necessitating early morning engagement to accommodate calls with the Indian teams. Subsequently, the domestic workforce must transition into facing a senior management team characterized by arrogance and insensitivity upon arriving at the office, and expectations to work late and on weekends. In light of this organizational structure, the expectations for project delivery appear to be grossly unrealistic. The resultant effect is that employees are burdened with excessive workloads, subjected to belittlement, and pitted against one another in the event of setbacks. Any individual with a sense of self-respect would find it difficult to sustain their commitment in such an environment, and as a result, there's a significant exodus of people
