Programme recovery and reset
Programmes rarely fail quietly. They miss a baseline, replan, miss it again, and the reporting stops describing the work. We establish what is actually true and rebaseline to a position a board can approve.
Practice
Core platform transformation
ERP and core systems at enterprise scale, through four decades of platform generations. The technical decisions and the delivery decisions are the same decisions, and we take both.
What we cover
ERP and core operational systems at enterprise scale, and the integration estate around them. We have delivered across four generations of platform, which is long enough to have learned that the recurring failures are not technical.
- SAP - S/4HANA and extended warehouse management at €130m+ scale, and an earlier SAP implementation with concurrent legacy mainframe decommissioning.
- Warehouse automation - the control-system and physical-automation boundary, where an ERP programme meets machinery that does not care about the plan.
- ERP for corporate functions - a PeopleSoft transformation across HR and finance for a global media group, alongside a restructured vendor strategy that cut ERP vendor spend by approximately 40 per cent.
- CRM and customer platforms - a Salesforce broker portal in a regulated life assurance environment, and an omni-channel platform in retail banking.
- Telecoms BSS - business readiness for a carrier billing and customer-management transformation supporting omni-channel service and sales.
The position we take
The technical decisions and the delivery decisions are the same decisions. A programme director who cannot hold an architectural argument with a systems integrator is negotiating on trust, and on a large programme trust is not a control.
We engage directly with integrator leadership and vendor product teams on architecture and integration, and we expect to be able to. That is the difference between governing a programme and attending it.
Other practice areas
Programme governance and the transformation office
Reporting that tells a sponsor something they did not already know, financial control over a multi-vendor book, and a transformation office that prioritises rather than collates.
Assurance and regulatory readiness
Programmes running under supervision, the independent reviews they attract, and the audit responses that follow. Assurance built to be useful, not to be filed.
Integration and separation
Both directions of the same discipline. Bringing an acquired business onto one operating model, or standing one up as an independent entity able to trade on day one.