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 aspirations. Investing 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 well. Having 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 relationship. We 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 innovation. Our 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:
Most companies will need to fundamentally change to better serve customers.
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.
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
Some of the Strategic Transformation partners we have detailed knowledge of
A&C (Akeso & Company)
Apex Healthcare Consulting
Ashfield Healthcare Communications
BAE Systems Applied Intelligence
Bain & Company
BCG (Boston Consulting Group)
BMC Consulting Services
Capgemini Invent (formerly Capgemini Consulting)
CIL Management Consultants
CMG (Change Management Group)
Cogentia Healthcare Consulting
Curzon & Company
Cyrene Strategy Consulting
ERM (Environmental Resources Management)
Fujitsu Business Consulting Services
Gardiner & Theobald
GE Healthcare Partners
GGI (Good Governance Institute)
IBM Global Business Services
Ignite Consulting Limited
io oil & gas consulting
McKinsey & Company
OC&C Strategy Consultants
Oliver & Ohlbaum Associates
PA Consulting Group
Philips Healthcare Consulting
Talik & Co.
The Berkeley Partnership
The GAP Partnership
Triangle Management Services
What stage are you at in your Strategic Transformation Partner Relationship?
You’re procuring or contracting and you need it to work really well.