Build solid digital foundations

1. Clarity of vision

Be clear on your 'Why?’ Your starting question should be, 'What needs solving now and in the future?' A clear grasp of this avoids technology for technology's sake.

At the outset of any implementation, there is a significant risk of over-scoping the programme and underestimating the time and resource required to deliver. Gather all the data you need to make decisions on change management, data migration, and integration architecture.

Plan in detail what you need to achieve and by when. If you get the vision right at the beginning, it will support effective decision-making throughout the programme.

2. Engaged and aligned leadership

Leaders at all levels of an organisation must be aligned with the objectives, methodology, and plans for the programme. Even if this is happening at the start of a programme, it can often drift through the course of delivery. Establishing and maintaining a consistent voice for the programme provides the strong foundation for good cross-functional collaboration.

In post-programme reviews of failed implementations, we often see senior stakeholders positioning themselves outside of the programme because they want to separate their personal brand from the risk of failure. Leaders must remain engaged and available to support solving issues and challenges during delivery.

3. Focus on the wider operating model

Too often, businesses expect new systems to be a panacea for all their back-office issues. The reality is that the broader operating model needs equal (if not more) focus. People, processes and technology are mutually dependent, and it is essential to consider how they interact when designing a system. 

Work alongside the implementation partner to define the resources, skills and experience that will be needed. For certain key resources, you will need to ensure their time is protected and not done alongside a day job. 

4. Engaging your people

Implementing systems, such as modern Software as a Service (SaaS) solutions, calls for carefully considered change management. Success lies in the adoption of new functionality and processes. Bringing business users on this journey requires more than training and comms: they must understand why their role is changing and how that benefits them personally.  

One of the common failings of systems implementation is that all of the change activity is compressed into the final couple of months of the programme. Setting up your programme for success requires early planning of the change activity and consistent focus on various stakeholder groups throughout.     

5. Effective governance

There is no one-size-fits-all when it comes to effective programme governance. It must be tailored to the systems being implemented, the business culture, and the nature of resources used. Too often, companies set up a Programme Management Office and use a set of delivery templates taken from the 'last internal project'.  

Successfully delivering systems implementation requires careful consideration of the governance model. Establish clear and measurable entry/exit criteria for milestones and delegate decision-making authority within the levels of the structure. Getting your governance model wrong can lead to a lack of control or a programme stifled by an inability to make decisions and keep to time.   

When working with third-party implementation partners, it's crucial to choose those with a strong relationship fit and the right technical experience. This ensures problems are resolved quickly and effectively during programme delivery.