Consulting help for every stage of your major technology programme
Technology change is inherent to many business transformations. Your organisation could be seeking to deliver a large complex technology programme to support its longer-term strategy, or implementing new or replacement technology to enable specific business improvement.
Whatever the context for your major technology programme, Berkeley can provide consulting help at every stage of the process, partnering with you to mobilise and lead your programme to achieve the desired benefits.
We can also provide independent programme assurance and turnaround assistance, helping you to identify areas for improvement and implement the necessary solutions.
Leading technology programmes to maximise functionality and business benefit
Our technology programme consultants can help you get the most functionality and business benefit, such as increasing productivity, providing data insights, or automating tasks. We know that successful delivery isn’t just about installing new technology, but about enabling the desired outcomes you ultimately want to achieve.
We also support on retiring or integrating old technology, and ensuring simplification of the IT estate. Our consultants take a holistic approach to leading major technology programmes, ensuring delivery is seen in the round.
Building the business case for your technology programme
Berkeley consultants can assist at the very beginning stages of your programme journey, helping you to develop your business case for either pure technology investment or technology enabled-business transformation. We can help you achieve clarity for your stakeholders on what the benefits are and how to deliver them.
Engaging senior stakeholders throughout your technology programme
Our expertise includes extensive experience of engaging senior-level stakeholders on large technology programmes. With our deep understanding of both the technology and business sides of the equation, our consultants are skilled in ‘translating’ technical language into the business outcomes. We can distil the programme down to what your senior leadership needs to know, and gain and maintain their buy-in.
Building an intelligent commercial framework for technology programmes
Large technology programmes typically involve contracting with one or more third parties, such as a systems integrator or software vendor, but not all client organisations are confident they can manage these relationships effectively and ensure results are reached. This is not a typical procurement challenge. Such arrangements can be a commercial minefield and apparent short term commercial wins can create significant unintended consequences further down the line.
We can establish and manage supplier relationships for our clients in a manner that drives the right behaviours and reinforces the achievement of shared goals. We have considerable experience working with third party providers, but with the independence that allows us to determine the right partner for each job. Berkeley can act as an independent facilitator, providing constructive challenge and holding third parties to account where needed.
Achieving your technology programme’s long-term objectives
We’re not just focused on reaching go-live, but understanding the long-term objectives and keeping the programme on course with these in mind.
Our consultants apply thought and care to helping client teams along the journey, and developing the client’s own people. The core outcome we always want to achieve is to hand over the technology successfully to the end user, performing as required to achieve the outcomes intended.
Major technology programmes are often a daunting challenge, with a reputation for spiralling costs and timescales. They don’t have to be that way. With help from our transformation specialists, you can deliver on time, on scope and on budget – and enable lasting change. Our approach ensures we are delivering technology with you, not ‘to’ you. We provide the heavy lifting, while supporting the client to stay in control, informed and empowered."
Ben Wildman
Clients often ask us…
1.
How can I gain assurance that my technology programme is set for success?
2.
What is the most appropriate delivery method for my technology programme?
3.
Which vendors / systems integrator should I contract for my technology programme?
4.
What is the right technology to support my transformation objectives?
5.
My technology project is over budget and delayed – how can I regain control over cost and delivery?
6.
How do we understand and manage the technical and business interdependencies for our technology transformation?
7.
How do I convince my business leadership that my technology programme should be a priority and will deliver value?
8.
How can I phase my technology roadmap to best balance risk and business benefit?
9.
Am I delivering the right technology in a prioritised order that will lead to the desired business outcomes?
Client stories
Dow Jones
Global financial information and news publisher, Dow Jones, recognised it needed a step-change in its global finance function. Technology had moved on and if the company didn’t adapt its systems and processes, it would face growing inefficiencies and lowered productivity, which would ultimately impact market competitiveness and the bottom line.
Unilever
One of the world’s leading Fast Moving Consumer Goods (FMCG) companies, selling its products in over 190 countries, the Unilever of today has been created over many years of mergers and acquisitions. While these have enabled the Group to grow, they have brought with them complications, not least for the Group’s IT function, as it has had to address the challenges of bringing together disparate incoming technology platforms and applications.
Fast moving consumer goods producer
In the fast-moving world of Consumer Packaged Goods (CPG), being in tune with consumer needs and aligning the online or in-store experience to those needs is essential to drive growth and profitability.
The power of big data and analytics has global reach and organisations can align their business, finance, IT and digital strategies to balance the drivers of operational business with the consumer and optimise your business around them.
Global supply chain logistics company
Our client – a global supply chain logistics company – works with many well-known consumer goods brands, making them an attractive target for potential cyber criminals. In the wake of several well-publicised major supply chain cyber-attacks on other companies, the executive leadership team and board recognised they faced a significant risk – which could result in substantial damage to financial performance, business continuity and reputation.
Berkeley helped mobilise and then deliver the global programme of work required over a three-year period to achieve the agreed improvements and successfully meet the risk reduction and security maturity targets (as measured against the NIST cyber security maturity framework).
PRS for Music
PRS for Music collects licence fees and pays royalties to composers, authors, and publishers when their musical works are recorded, broadcast or performed publicly. PRS – and the music industry in general - was facing a period of enormous change.
Client stories
Global financial information and news publisher, Dow Jones, recognised it needed a step-change in its global finance function. Technology had moved on and if the company didn’t adapt its systems and processes, it would face growing inefficiencies and lowered productivity, which would ultimately impact market competitiveness and the bottom line.
One of the world’s leading Fast Moving Consumer Goods (FMCG) companies, selling its products in over 190 countries, the Unilever of today has been created over many years of mergers and acquisitions. While these have enabled the Group to grow, they have brought with them complications, not least for the Group’s IT function, as it has had to address the challenges of bringing together disparate incoming technology platforms and applications.
In the fast-moving world of Consumer Packaged Goods (CPG), being in tune with consumer needs and aligning the online or in-store experience to those needs is essential to drive growth and profitability.
The power of big data and analytics has global reach and organisations can align their business, finance, IT and digital strategies to balance the drivers of operational business with the consumer and optimise your business around them.
Our client – a global supply chain logistics company – works with many well-known consumer goods brands, making them an attractive target for potential cyber criminals. In the wake of several well-publicised major supply chain cyber-attacks on other companies, the executive leadership team and board recognised they faced a significant risk – which could result in substantial damage to financial performance, business continuity and reputation.
Berkeley helped mobilise and then deliver the global programme of work required over a three-year period to achieve the agreed improvements and successfully meet the risk reduction and security maturity targets (as measured against the NIST cyber security maturity framework).
PRS for Music collects licence fees and pays royalties to composers, authors, and publishers when their musical works are recorded, broadcast or performed publicly. PRS – and the music industry in general - was facing a period of enormous change.
