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Te Pūkenga: Unifying Platform Engineering for Digital Transformation
Te Pūkenga: Unifying Platform Engineering for Digital Transformation
Challenge: Integrate 117 technology employees across 25 divisions into a unified Platform Engineering structure while addressing diverse processes, toolsets, and operational silos.
Solution: Designed a mixed divisional-adhocracy model inspired by Mintzberg’s technostructure and Lex Sisney’s "force and flow" framework to balance alignment, autonomy, and collaboration.
Outcome: Established a cohesive, scalable, and future-proof Platform Engineering organiSation that supports Te Pūkenga’s digital transformation goals.
Details
Details
The Challenge:
Diverse processes and silos across 25 divisions hindered scalability and a consistent digital experience.
Budget constraints and organisational transformation deprioritised existing platforms.
Our Approach:
Combined Mintzberg’s technostructure with adhocracy to create a flexible, scalable framework.
Applied Lex Sisney’s organizational physics to balance alignment and autonomy across teams.
Introduced Lean and Agile practices like Kanban and daily stand-ups to foster collaboration.
The Results:
A unified 117 technology staff bridging Platform Engineering with a Plan, Build, and Do flow with other technology divisions.
Improved collaboration and operational alignment across geographically dispersed teams.
Enabled scalable, secure digital solutions supporting Te Pūkenga’s long-term goals.
Stats nz: boosting engagement and performance
Stats nz: boosting engagement and performance
Challenge: The Digital Business Services team at Stats NZ faced low engagement scores and struggled with alignment across teams and leadership.
Solution: Introduced Agile frameworks, fostered collaboration through team-driven goals, and created a culture of trust and transparency.
Outcome: Employee engagement soared by 64%, leading to increased productivity and a 2020 CIO Award nomination for Best ICT Team Culture Finalist.
Details
Details
The Challenge:
Net Promoter Score (NPS) were at -14%, leading to misaligned goals and low morale.
Our Approach:
Diagnosed team culture using Schneider’s Culture Model.
Implemented Agile practices, including cross-functional planning and retrospectives.
Held leadership workshops to align teams with strategic objectives and behaviours.
Introduced consistent feedback loops for clarity and accountability.
The Results:
Engagement increased to 64% within two years.
Achieved CIO Award nomination for cultural transformation.
inland revenue: reducing Priority 1 outages by 90%
inland revenue: reducing Priority 1 outages by 90%
Challenge: Inland Revenue’s Business Platform Services faced 33 Priority 1 outages in Year 1, disrupting customer access to tax services.
Solution: Conducted service chain analysis, implemented Lean practices, and improved preventative maintenance workflows.
Outcome: Reduced outages by over 90%, achieving just 3 Priority 1 outages in Year 3 without additional investment.
Details
Details
The Challenge:
33 Priority 1 outages lasting up to several hours, caused by issues across interfaces, servers, middleware, and mainframes.
Budget constraints and focus on next business transformations deprioritised and diverted existing platform improvements.
Our Approach:
Analysed service chain to identify root causes and critical points of failure.
Introduced proactive maintenance, cross-team collaboration, and Lean Kanban practices.
Shared maintenance schedules and enhanced monitoring with daily stand-ups.
The Results:
Priority 1 outages reduced to less than 7 incidents in Year 2 and just 3 incidents in Year 3.
Achieved reliability improvements with no additional costs.
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