Business Value from IT

Business Value from IT

We believe that if you don’t know why you are doing something or how to measure the results, you shouldn’t be doing it. Transformation therefore starts with investment appraisal and planning to develop a suitable business case and approach

Significant implementations usually involve changes to people and processes as well as technology. We use our experience and best practice tools to determine what changes are needed, where and when. We guide you through implementation, measure the outcomes and plan further improvements. We match our capability to that of your organisation, engage people throughout to build commitment, and transfer skills to equip your team for the future.

Please click on the links to see our IT Transformation case studies:

Virgin Care,  Ministry of Justice,  Linklaters,  Homeserve

Investment appraisal & planning

  • Investment appraisal and planning draws from the strategy and architecture to create a business case for the implementation of one or more of the proposed strategies.
  • We help clients to navigate through the key investment appraisal considerations and make informed decisions. The considerations typically include:
    • Understanding the baseline cost. This is likely to be a combination of internal and third party costs.
    • Identifying the total cost of ownership for the proposed change considering both operational costs over a defined term and the cost of change and implementation.
    • The benefits of the change, both financial and non-financial.
    • The most appropriate timing for the change considering other business activity such as critical business periods and dependent projects.
    • The best method of financing the change (capex vs opex).
  • Planning (which we can either advise you on or take full ownership for) involves:
    • Finding and securing the necessary resources to deliver the change.
    • Deciding how the implementation programme or projects will be structured and managed.
    • Developing and communicating a manageable number of plans so that everyone involved knows what is to happen and when
    • Identifying and agreeing the management of key dependencies if multiple plans are being used, and working with the corporate Project Office.
  • GDPR
    • We can support clients to deliver pragmatic, cost effective approaches to GDPR compliance. We offer a range of services from awareness workshops to cloud based consent registers.
    • A key offering is our GDPR Readiness Assessment which helps clients understand how GDPR will impact their organisation and develop a suitable, risk based compliance roadmap.
    • Many clients have decided to run a GDPR programme internally – we offer GDPR Programme Assurance to provide management with the confidence that the programme is moving in the right direction.


  • Implementation is likely to comprise a combination of activities, often starting with organisational and culture changes. Often, transformational change is described in terms of People, Process and Technology – and in our view should be addressed in that order.
  • Changes to IT are grounded in business strategy and more often than not involve business process change to be effected in parallel with systems’ changes.
  • Service Delivery is required to change to support new systems and processes, and the adoption of new technologies; so taking the Support Team on the journey from the outset is good practice.
  • In many, if not most, transformations, new suppliers are adopted and outsourcing levels adjusted. This leads to a requirement for new skills and sometime organisational changes to enable the management of new Sourcing regimes.
  • The Implementation Planning of the change is a critical, penultimate point in the journey – ensuring the change is transitioned to “live” effectively and efficiently. This includes people changes (organisational change, training, etc.), process change (governance models, service management and business process) and technology implementation.
  • The final and often overlooked last stage is Benefits Realisation. We advocate a handover and snagging phase to major programmes which includes the set-up for the monitoring and management of benefits that the programme initially promised, as well as post-live implementation reviews and audits.
  • We can adopt a number of roles during implementation, including: Programme and Project Management; Coaching for executives, key senior managers and change agents; Trainers to develop staff skills; key Subject Matter Expertise and role modelling to help your people to deploy new skills and change behaviours; and Delivery Specialists to accelerate benefits delivery.

Benefits Realisation & Optimisation

  • This entails measuring the results of the changes made, deciding whether or not further changes are needed, and then planning and delivering the additional improvements. Ultimately, business-focused IT functions recognise that all projects should be aligned with the primary business’ goals, and deliver either company growth, cost efficiency or are otherwise necessary for survival (e.g. compliance projects, end-of-life replacement, etc.).
  • Having extensively studied this practice, and determined that most organisations are self-admittedly quite poor at benefits realisation, we have developed some tried-and-tested mechanics that help organisations both do this well and embed the process for future programmes.
  • It is important to use the same measures that were used to develop the business case, so that “apples are compared with apples” and original commitments are seen to be delivered. Measures are hard (e.g. sales growth, headcount reductions, reduced supplier costs, on-time project delivery) or soft (e.g. staff motivation, customer satisfaction), or, most often, a combination of the two.
  • We can help you to choose measures with the right blend of meaningfulness and practicality; implement a measurement regime to test the results of your change programme; and identify, plan and implement further changes to drive additional business improvements.