Supporting service
Digital transformation
Putting technology at the center of how the organization works is a change to the organization before it is a change to its systems. We lead the strategy, governance and change, and the technology is delivered with our partners.
When it is needed
- An organization about to buy a major system, and unsure what it should do for them.
- A digital program that delivered its systems on time, while the old way of working carried on beside them.
- A leadership team that wants to use data in its decisions and does not know where to begin.
Why it matters
Most digital projects are judged by whether the system went live. The harder question is whether the organization works differently afterward. A system installed into unclear decisions and unchanged habits automates the confusion.
We start with what technology and data are for in this organization, decide it with the people who will use them, and govern the transformation like any other: priorities, owners, a portfolio, and a change plan for each group it touches. The systems are then built by people who build systems, and we stay with the work so that what was decided is what gets delivered.
How we run it
The five stages of Fit-to-Maturity, and what each one does for this service. Read the method
Short cycles, each checked by your decision-maker, until it matches what you expect.
- 01
Map
We score the Digital and data dimension with the people who use the systems, and read how technology decisions are made today.
- 02
Fit
A digital strategy on a page, the governance for technology decisions, and a portfolio of changes, each with an owner and a measure.
DesignPut it to workYou check itAdjust
Your decision-makerOn your side, with the final say. Accepts or redirects each step.Short cycles, each checked by your decision-maker, until it matches what you expect.
- 03
Run
Delivery begins with our partners. We run the governance and the change alongside them, and keep each delivery tied to the decision it serves.
- 04
Hold
The organization's own owners run the portfolio and the change plans; we review them together after the first quarter.
- 05
Revisit
Each quarter: what the technology changed in how the organization works, and what the next step should be.
Delivered with partners
The systems themselves are built by our partners: Keel, the group's technology division, and specialist firms chosen for each engagement. We stay with the work through delivery, so what was decided is what gets built.
Go to KeelWhat you are left with
- A digital strategy on one page
- Governance for technology decisions: who decides, and on what evidence
- A portfolio of digital changes, each with an owner and a measure
- A change plan for each group the technology touches
- A brief for each delivery partner, tied to the decision it serves
Samples, shaped to each engagement.
The flagships it supports
- Flagship 01
Corporate governance
Decision rights, a board or committee rhythm, and the few documents that make decisions visible and followed.
Scores the dimension Decisions and governance
- Flagship 02
PMO and portfolio management
A PMO set up and started to serve your portfolio rather than police it, a portfolio you can fund and staff, and project management when you need it.
Scores the dimension Portfolio and PMO
- Flagship 03
Change management
A change approach sized to the people who will live with the change, so it lasts after the project team has gone.
Scores the dimension People and change
The other supporting services
Strategic management
A strategy the organization can state on a page and review in a quarter, with the choices it made and the ones it declined.
Organization development
How the organization grows its capacity to work and to change: structure, roles, teams and culture, developed with the people inside it rather than imposed on them.
Human capital management
The roles, skills and capacity a practice needs, and an honest view of the gap between them and the people in place.
Corporate transformation
A change to what the organization is: its structure, its ownership of decisions, its operating model, run as a sequence of changes rather than one program.