CASE STUDY

Executive Summary and Challenge

With the integration of its core applications, our client a large UK-based housing organisation recognised it required meticulous implementation of a high-risk set of application implementations during a post-merger integration.

Due Diligence had been completed, they were half-way through the integration phase and required strong leadership and planning to deliver and land the final phases of a housing platform migration. Delivery of a new Budget & Forecasting application, CRM solution as well as a host of other projects as part of the wider IT portfolio was also required. The largest and riskiest of these high-profile projects was a £100 million stock transfer on a hard stop deadline.

This organisation, in parallel also needed to define its new IT Strategy, commence Digital Transformation, define a data strategy and ensure successful landing of two new heads of service through a redefined organisation design that is fit for purpose. The organisation recognised they required successful advisory and delivery of all post-merger integration areas to meet their goals.

Approach

The SEE IT Director worked closely with the organisation’s senior executive leadership team as well the direct reports. This initial assessment covered an initial deep dive including people, process and technology with clear recommendations. Following which a detailed 6-month roadmap for delivery was developed and provided. Implementation of this roadmap was then followed through by leadership, change management, coaching as well as fostering creativity with the teams.

Challenges

Key challenges through the journey included managing resistance to change both from an IT and business perspective, encouraging improved planning, knowledge gaps, running three technical environments, complex application stack, a team that needed to work together as one and environmental performance challenges all served as challenges to the portfolio.

Results

The key projects were delivered including the £100 million high-risk stock transfer project, this was achieved through detailed planning and close collaboration of the team during the go-live weekend. All 12 releases for the CRM solution via an Agile methodology was delivered over the 6-month period, working closely with all stakeholders to ensure successful landing. The IT Strategy and roadmap for Digital Transformation was developed working with the business to develop customer journeys and experience as well as the data strategy successfully signed off.