Our expert witness work in the High Courts often highlights problems with ERP project implementations. We receive and give evidence that explains what has gone wrong with the implementation of an ERP solution and why. Ironically, these unique insights into…

It will not come as news to you that the vast majority of complex, large-scale digital transformation projects fail. This will happen for a litany of reasons, but against such a backdrop, the most important question is that if you recognise…

Earlier this year, the National Audit Office (NAO) and the Public Accounts Committee (PAC) produced critical reports on the state of the UK’s nuclear deterrent programme. A £1.35bn increase in costs over three projects was put down to a number…

Successful strategic (complex) client / supplier relationships tend to have one thing in common – a collaborative mindset. This is one where parties not only work extensively together to achieve big, bold goals, but also where they overcome seriously challenging…

Many public sector projects and service delivery relationships have the potential to be lucrative undertakings for both strategic suppliers and their clients if approached in the right way. However, the popularity of such contracts also has a tendency to attract…

There are 8 core elements that go to determine whether a supplier has what it takes to be an ‘Intelligent Supplier’. Our experience of working on over 500 complex service delivery relationships has provided us with a great degree of…

This is the penultimate paper in our series of articles on the ‘intelligent supplier’ and it focuses on service area domain expertise. We have aimed to provide you with insights into the traits of these supplier organisations so you can…

Welcome to this, the seventh of nine articles in our in-depth series looking into the make-up, indicators and behaviours of an intelligent supplier – the practically innovative partner for your complex service delivery relationships. On reflection, I recognise that client…

Driving really strong and collaborative behaviours between you and your supplier for complex services is a great achievement. Your competence in managing external providers to help accelerate the achievement of your business objectives will be seen and measured as driving…

Managing Innovation – Welcome to article 5 in our series of 9 on the vitally important, but often overlooked, subject of the ‘intelligent supplier’ – what to look out for, what behaviours to support and what to avoid when it…

There are few things more important to the prospects for your projects than the need for you to find a strategic partner that reflects your own ‘commitment to the cause’ (a critical friend supplier) – an ‘Intelligent Supplier’ and an…

Welcome to the third article in our series on the collection of facets and intrinsic value of an Intelligent Supplier – what your supplier could be doing to ensure your relationship has a greater chance of success, and how you…

Any successful complex service delivery relationship requires both sides to consistently act in the best interests of the relationship – a collaboration between ‘intelligent clients’ and ‘intelligent suppliers’. However, in our experience, backed up by numerous independent reports on the…

This article is the first of a series of nine articles dedicated to your Strategic Partner in a complex service delivery relationship: the subject of the ‘Intelligent Supplier’. Both the mindset and behaviour of your Supplier are critical to their…