Part 1: The Fall of Plan-Build-Operate
For decades, IT followed a familiar rhythm: Plan, Build, Operate.
It was the standard operating model. Linear. Predictable. Controlled. And for a while, it worked.
But we don’t live in that world anymore.
🧭 A Personal Story from the Frontlines
Years ago, I was leading a major technology modernization initiative at a global financial services firm. We followed the traditional model: gather requirements, design the architecture, secure funding, build over 18 months, then roll it out with a weekend go-live.
On paper, it was a textbook success.
But when we launched, the business had changed.
- New regulations had emerged
- Market dynamics had shifted
- The original stakeholders had moved on
And the painful truth?
What we built no longer aligned with what the business needed.
It was a turning point—not because of any single failure, but because I realized we were optimizing for a reality that no longer existed.
🔎 Why the Plan-Build-Operate Model Fails Today
Legacy IT models assume:
- The business knows exactly what it needs upfront
- Requirements won’t change during the build
- Technology should be delivered in rigid, phased handoffs
- Risk is best managed through documentation and control gates
But today’s business environment is shaped by:
- Accelerating change
- Real-time customer demands
- Fintech disruptors and platform competitors
- The convergence of data, digital, and AI
What these old models offer in “control,” they sacrifice in relevance, agility, and impact.
🚨 The Hidden Cost: Credibility
When IT delivers something the business no longer needs—or never wanted to begin with—it creates a credibility gap.
Business leaders start bypassing IT. Shadow systems emerge. Silos deepen. Innovation slows.
Plan-Build-Operate promised control. But more often, it delivers waste, rework, and risk.
⚙️ Rethinking IT: What Comes Next
We can’t just rebrand the same process and expect different results.
The next evolution of IT isn’t about better timelines or bigger platforms—
It’s about rethinking the entire delivery model to be:
- Outcome-focused, not output-driven
- Iterative, not linear
- Collaborative, not command-and-control
- Integrated, not siloed
💬 Pull-Quote
“The intent behind Plan-Build-Operate was predictability. But in practice, it often delivers the opposite: waste, delay, and obsolescence.”
📘 What to Expect in This Series
This is Part 1 of Rethinking IT: The Path to AI-Enabled Business.
Over the next several weeks, we’ll explore:
- Why most Agile transformations fall short
- How the misuse of Product roles reinforces silos
- The illusion of “data-driven” when decisions don’t change
- Why Digital, when owned by Marketing, often derails delivery
- And how AI requires an entirely different IT construct to succeed
Each post will be practical, experience-driven, and focused on helping you build an IT organization designed for what’s next.
🧠 Up Next: Part 2
The Agile Illusion: Why Most Transformations Fail Before They Begin
Matt Rider is a technology executive with over 25 years of experience leading digital transformation across Fortune 500 banks and mortgage lenders. He has led the successful deployment of customer portals, loan platforms, and data infrastructure at Wells Fargo, Citizens Bank, Franklin American Mortgage, and more.
