Engaging a Transformation Partner

These programmes change the use of people, processes, technology and physical infrastructure to re-think strategic ambitions and deliver much greater value. Driven by a sense of urgency, the scope and impact are broad and are typically done in parallel with ongoing operations.

What expectations should you have from engaging a Strategic Transformation Partner

  • Implementation of bold aspirationsInvesting in the right people, processes and technologies can help organisations deliver much greater customer outcomes at a significantly reduced cost. Benefits often include:

    • Innovative new products and services that create growth opportunities in new and existing markets

    • Exceptional customer experiences that are personalised and responsive

    • Efficiency gains through automated workflow processes and streamlined business operations.

    • This allows companies to acquire, retain, and assist customers more effectively, while simultaneously reducing spend.

Benefits of using BPG to facilitate your Strategic Transformation Partner Relationship

  • We know what practices work really wellHaving optimised over 500 strategic partner relationships, we have deep expertise of supporting you to engage with transformation partners to assure that your strategic transformation relationship achieves your outcomes, quickly.

What BPG delivers

  • Maximum value in your relationshipWe help you make sure your requirements and expectations are internally agreed within your organisation and they are clearly communicated to transformation partners in the market. In turn, we simplify the procurement and contracting process to find a partner so you know ‘the art of the possible’ and engage with a strategic partner that has the right cultural fit and has the greatest motivation to generate maximum value for you.

Why BPG’s process is so important

  • A stable relationship promotes innovationOur process will drive great behaviours between you and your transformation partner to optimise the strategic transformation engagement process.

Considerations of Strategic Transformation Relationships

How does a Strategic Transformation Relationship operate?

  • Having worked with your new transformation parter to develop a new target operating model strategy, that is followed by developing a new integrated operating model for the organisation.
  • Part of the strategy will be to appropriately plan execution and delivery of transformation objectives in a structured and organised, but agile, manner.
  • There may be an emphasis on working effectively and managing relationships with joint venture companies or other collaborative initiatives. In particular, managing and motivating staff members through the change to assure that you become one organisation with a shared vision, objectives and values.
  • Having aligned the people and the processes, you’ll often support this change by replacing legacy IT systems and infrastructure with modern technology stacks to change the way products and services are consumed, such as moving from en-premise to cloud-based models.
  • Once implemented, you will start to derive the delivery of the benefits articulated in the business/transformation plan.

What challenges typically arise?

There are a series of challenges that often exist in larger scale transformation programmes. These include:

  • Inadequate senior management support for the initiative
  • Mismanagement of the delivery team
  • Inadequate due diligence at the outset by the transformation partner
  • Poorly articulated business outcomes by the client business so that it is unclear what the transformation partner is expected to achieve – progress becomes difficult to measure
  • Using existing staff to ‘part-time’ resource the transformation in addition to undertaking their ‘day roles’
  • Confusion over the governance and chain of command
  • Additional charges and costs for ‘misunderstood expectations’
  • Unclear stakeholder communications
  • Client and supplier misunderstanding contractual roles and responsibilities
  • Poor mutual understanding of the contract
  • Poor assessment of capability and capacity demands
  • Loss of key talent and/or poor knowledge transfer
  • End-user resistance to adopting new methods and culture clash between the client and the strategic transformation partner.

Foundations for Success

There are three key elements to consider:

  1. Most companies will need to fundamentally change to better serve customers.
  2. The transformation required will be enterprise-wide and is likely to include changes in the people, process and technologies – including digital, solutions, and data-oriented strategies.
  3. For meaningful change to happen, the organisation needs to think and behave differently to execute on the chosen strategy.

Use our ‘Optimise’ method to ensure you find a fit-for-purpose transformation partner so that you generate maximum value and the highest market reputation.

A few examples of Strategic Transformation Relationships we support you to optimise

  • Strategic business transformation
  • Digital/IT transformation
  • Solution transformation
  • Data transformation

Some of the Strategic Transformation partners we have detailed knowledge of

  • 3Keel
  • 4C Associates
  • A&C (Akeso & Company)
  • A.T. Kearney
  • Accelerating Experience
  • Accenture
  • AccountAbility
  • Actica
  • Alchemmy
  • Alpha FMC
  • Altran Consulting
  • Analysys Mason
  • Aon Hewitt
  • Apex Healthcare Consulting
  • ASE Consulting
  • Ashfield Healthcare Communications
  • Attain
  • BAE Systems Applied Intelligence
  • Bain & Company
  • Baxendale
  • BCG (Boston Consulting Group)
  • BCS Consulting
  • BMC Consulting Services
  • Candesic
  • Capco
  • Capgemini Invent (formerly Capgemini Consulting)
  • Capita
  • Catalyst
  • CGI Group
  • CIL Management Consultants
  • Citihub Consulting
  • CMG (Change Management Group)
  • Cogentia Healthcare Consulting
  • Consulting People
  • Curzon & Company
  • Cyrene Strategy Consulting
  • Decision Technology
  • Deloitte Consulting
  • Deloitte Digital
  • DMW Group
  • Egremont Group
  • Enterprise Learning
  • ERM (Environmental Resources Management)
  • EY
  • Forrester Consulting
  • Freshwater
  • FTI Consulting
  • Fujitsu Business Consulting Services
  • Gallup
  • Gardiner & Theobald
  • GE Healthcare Partners
  • Genpact
  • GEP
  • GGI (Good Governance Institute)
  • Hitachi Consulting
  • Human Innovation
  • IBM Global Business Services
  • ICF International
  • IDEO
  • Ignite Consulting Limited
  • Interbrand
  • io oil & gas consulting
  • Javelin Group
  • JMAN Consulting
  • KPMG Advisory
  • L.E.K. Consulting
  • LeighFisher
  • LiveStrategy
  • Managementors
  • Market Gravity
  • McKinsey & Company
  • Medius
  • Monitor Deloitte
  • Moorhouse Consulting
  • NCC Group
  • Netcel
  • OC&C Strategy Consultants
  • OEE Consulting
  • Ogilvy Consulting
  • Oliver & Ohlbaum Associates
  • Oliver Wyman
  • PA Consulting Group
  • Pcura
  • Philips Healthcare Consulting
  • PwC Consulting
  • Quantum Group
  • QuantumBlack
  • RedQuadrant
  • RSM UK
  • Starcount
  • Strativity
  • SustainAbility
  • Talik & Co.
  • The Berkeley Partnership
  • The GAP Partnership
  • Triangle Management Services
  • Virtrium
  • Watts Group
  • Wavestone
  • Wipro
  • Wood Mackenzie

What stage are you at in your Strategic Transformation Partner Relationship?

New Relationship

You’re procuring or contracting and you need it to work really well.

Existing Relationship

You’re in a partnership that could be working better.

Broken Relationship

It’s gone wrong. You need help to exit a relationship early and safely transition to another.