IT-enabled business transformation
The Business Perspective
People are often very suspicious of change because it undermines many of the
certainties in their environment. Understanding the human element of change
is key to achieving it successfully. It is essential to create people’s desire for
change by letting them participate in shaping and promoting the process
Business change cannot be run as ‘business as usual’. All business and
IT-enabled transformation programmes and projects need clear ownership
and governance that focuses the activity to minimise risk, overcome
challenges and meet corporate objectives. It is common for organisations to
give too little management focus to the IT components of a major initiative until it starts to get into trouble.
We use a collaborative approach to integrate different points of view, managing both hard and soft issues, to create a shared vision for change.
The types of change we have supported include:
• New ways of working across a central government department
• Back office process standardisation across business units supported by a new ICT solution
• Creation of a shared services capability
• A new target operating model that can deliver new services to the public
• The introduction of a new financial services product line
• Productivity improvement and flexible working enabled by new technologies
• A new multi-source data capture and analysis and reporting capability for animal disease tracking
The activities we typically lead and undertake include:
IT-enabled business transformation
• Organisation review and design
• Operational business strategies and roadmaps
• Target operating models and blueprints
• Process and information review and design
• Information analysis and management
• ICT landscape review
• Business case development
• Benefits planning and realisation
• Transformation approach
• Pilots and model offices
• Stakeholder engagement and communications
• Supplier management
• PMO set up and operation
• Planning and roll out
“Medley brought a delivery focused consulting team that both enhanced and complemented our own project team and provided excellent knowledge and support to deliver a major programme of business change within our business”
Head of Project Management Governance – Network Rail
A selection of our relevant assignments is shown below.
Major Construction Group – Back Office Standardisation Programme
The company was undertaking a major reorganisation and ERP (Oracle) implementation in its UK business to work more effectively as a group. This included consolidation of a number of business functions into a shared service centre and standardisation of business processes and systems across multiple operating companies. We provided a range of consultancy support over several major phases of the programme, including:
• Transformation strategy and change management
• Communications and stakeholder engagement
• Team mobilisation
• Organisational structure
• Common operating model
• Solution design
Office for National Statistics - Target Operating Model
We were responsible for confirming the scope and carrying out the development of a Target Operating Model (TOM) for data collection activities across all survey types within ONS. This covers the processes for conducting business surveys, social/population surveys and the Census. The study delivered a set of data collection business process descriptions and from this we developed a target operating model taking into account the requirements of government to move to a digital world for data collection and data processing.
The TOM included a statement of business design principles, a target business process architecture, an application architecture and a proposed system roadmap to deliver the significant business change required over the next 6 – 10 year. It was developed in parallel with and integrated to the development and delivery of the solution for conducting future Censuses.
Crown Prosecution Service - ICT Service Tower Model Transition
We managed the programme initiation and produced the outline business case for the replacement of the current PFI IT services contract, with the implementation of a new set of ICT services reflecting the ICT Service Tower model recommended by the Government Digital Service and the Cabinet Office.
Network Rail – Business Improvement Initiative
We were responsible for the design and acceptance of new systems, processes and organisation within a major business change programme to improve the management and control of programmes within part of the organisation. We developed the business blueprint and new working practices which were put into operation. We defined the change management strategy and led change management activities including stakeholder analysis, change management, communications planning and mobilisation.
Two Joint Police Forces – Shared Service Creation
We led the review of the SAP and Oracle ERP implementations at the two forces. This included undertaking meetings and workshops with stakeholders from across both forces and the development of a current state review, requirements, future options and business case. We also supported the review and development of the options for a new integrated shared service and options for outsourcing all or part of the resulting service.
English Heritage – Information Management Improvement
We helped to develop a more consistent executive oversight of the organisation’s core information. This included where it was held and whether there was one trusted source. We made recommendations covering information, process management and technical options for improvement.
Home Office – Digitalisation Information Standards
We established an open information standards governance and development process to underpin the digitalisation of police forces and interfaces to key partners in the Criminal Justice system.
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