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Delivery Approach
Ben: Transformation is not just about doing something better. It’s really about redefining and changing how something is done. It's not easy, but the right behaviours and an integrated approach will unlock the desired outcomes. There are many factors that you need to think about when determining the right method for delivering transformation efficiently. This will depend on the work, your organisation's size and culture, and the level of change it can genuinely absorb. Getting the delivery approach right will have a multitude of benefits, including driving the right behaviours from in house-teams, and systems integrators and third-party suppliers, so you'll all be working to a common goal.
Bansri: If you're not clear on the overarching delivery method, team structure or governance, roadmap and pace, then many of the programme management basics that are critical to success, such as plans, controls, toolkits, and decision-making processes, will likely be inefficient and ineffective. Successful transformation programmes take on a holistic approach. You've got to ensure you focus on delivering the right initiatives to maximise value at the right pace.
Ben: Integration’s a key factor, but more integration isn't always better. It's about determining what's right and appropriate for the nature of the change and the initiatives in the roadmap. Methods tailored to the organisation will always work best and a key decision on many programmes is Agile versus Waterfall. Both have strengths and weaknesses, and what's right in one situation may not be suitable in others. For example, some agile techniques can work well when functional decisions can be delegated to a single empowered individual. Whereas waterfall techniques may be better when integrating a complex technology landscape with multiple stakeholder groups.
Bansri: Prioritising and pacing the programme correctly is key to delivering on time. To do that, you'd want to create an overarching roadmap that the business can and is empowered to deliver. Collaborating with business owners to shape a realistic and manageable volume of change, whilst recognising that this roadmap may evolve and stay flexible as the programme develops.
Ben: Many factors can influence the sequence of the work, such as interdependencies, the need to start riskier activities earlier, and competing business priorities. The key is to balance these to ensure the right trade-off between delivery pace and business benefits.
Bansri: Landing team structure, accountabilities and governance are critical success factors. Once you've understood your roadmap and sequencing, you can define your delivery structure and governance, specifying the skills you'll need, who will deliver them, and how to structure team accountabilities.
Ben: It's also important to right-size the delivery team, targeting a lean team structure that will deliver on outcomes and operate within governance without being unnecessarily large and thus harder to manage.
Bansri: This may include third-party suppliers or system integrators, so it's important here to establish the responsibilities upfront and in line with the agreed delivery framework, so that you get what you need whilst maintaining control.
Transformation bites: answers to questions clients often ask
What’s the best delivery approach, given our current capability?
Russel: There's no one-size-fits-all when it comes to the right delivery approach. It involves striking a balance in a number of critical areas whilst taking into account your organisation's needs and constraints. Consider which methodology aligns best with your business and the nature of the change. Sometimes agile is more suited over waterfall when you are less certain of the full extent of the change. Be thoughtful about team structures and where best to augment internal capabilities with supply capabilities. Effective teams should have a balance of both business and transformation knowledge, and whilst it might seem an overhead at first, robust governance is key to maintaining control and ensuring the approach remains fit for purpose.
How do we break delivery into manageable packages?
Byron: The delivery of any kind of transformation, whether technology, organisation, or service-focused needs to be carefully structured to be successful. This should be done as early in the mobilisation phase of the work as possible. That way all subsequent actions of the team from that point forward will be pulling in the same direction. How the delivery is scoped and structured should always be aimed at managing the balance between risk, the release of business benefits, and any commercial arrangements with third parties. You should seek to minimise the risk of work by considering key factors, including the organisation's capability and capacity, suitability of different delivery methodologies, and any technical requirements that may be a driving factor. Each of these will lend itself to an optimal delivery structure and scope. Then by defining the benefits being to targeted and the timing of the release, those benefits, you can focus on the high priority aspects of the work first. This will give you the correct sequencing of activities. Finally, you can then build strong commercial agreements by logically chunking up delivery, being really clear on outcomes and incentivising third parties based on those. Ultimately to be successful, this approach needs tailoring carefully based on the individual needs and priorities of the organisation and transformation.
What's the right balance of responsibilities between internal and third-party teams?
Martin: Ensure accountability stays with you, the client. Suppliers bring expertise and resources, your people need to bring your specific context and keep knowledge once suppliers move on. Balance pros and cons of one supplier versus many, but think about how you'll manage and integrate their work. Agree deliverables that all are really clear on and strike the right balance of reporting without straying into micromanagement. Finally, agree commercial arrangements which create a partnership so that in delivering your business outcomes, there aren't losers, just winners.
With finite resources, what do I prioritise?
Daria: Prioritising effectively is about understanding the right drivers for success. What will really push the bar to achieve the outcomes you want, while ensuring that senior leadership supports the prioritised initiatives. You really need both for success. So what does that mean in practice?
It's extremely important to have early open discussions about the scope of delivery, while considering known constraints, such as resource capacity and the ability to absorb change. For example, this may include talking through the need to pivot people from their day jobs or phasing delivery so you're not overwhelming the business with too much change at once.
You also need to think about dependencies. All the initiatives needed to deliver the outcomes that you're looking for. So ultimately, prioritisation should be flexible. Putting the right governance in place is key to managing scope and checking in throughout the process to make sure that that scope is still fit for purpose. You need a mechanism that allows you to make fast decisions about changing priorities and assign leadership responsibilities.
Bear in mind that what executives prioritise may be totally different from what business teams prioritise - those who are actually living and breathing the transformation. You've got to marry the two to prioritise what's right and what's realistic for the business to drive success.
How do we understand everything that needs to change in our organisation?
Craig: It starts with having that clear case for change, vision and scope. From this, you can then start to fully understand the nature and scale of it. Be that from a people, process or technology perspective. It's essential that the business is front and centre in owning the change and assessing those impacts. Creating that sense of ownership allows you to really get under the skin and understand what it means for the business. The reality is, however, there will always be expected impacts of any change. Therefore, there needs to be sensible contingency and a clear way to manage that change when it arises.
Our transformation consultants
All of our people are experienced transformation specialists. Meet some of the team.
The right delivery method will depend on the work, your organisation’s size and culture, and the level of change it can genuinely absorb.”
Ben Wildman
Partner, US
I’ve developed strong and lasting bonds with both clients and colleagues, often working together on multiple challenges over the years, sharing both professional achievements and personal goals.
Successful transformation programmes take on a holistic approach, focusing on delivering the right initiatives to maximise value at the right pace.”
Bansri Parmar
Consultant, UK
I love working with clients to deliver their transformation strategy, implementing the drivers that will truly change the way they operate going forward in a structural way.
It’s essential the business is front and centre in owning the change and assessing the impact.”
Craig Leamon
Consultant, UK
Building relationships and trust is critical for the effective delivery of projects. From my experience, the key is ensuring that the client’s vision/needs are at the heart of everything.
Putting the right governance in place is key to managing scope and making sure it remains fit for purpose.”
Daria Voskoboynikov
Consultant, US
I love working on longer-term technology projects. I’ve come to value the depth of the relationships I’m able to develop with my clients on a longer engagement.
