Transaction Services

Digital maturity is directly linked to effective transformations. How can you ensure unlocking value is front and centre in your digital transformation?

Many organisations undertake a transformation without assessing their digital maturity or capability to drive it to success. Lower digital maturity often leads to unclear strategies or objectives and slow and ineffective transformations, with 9 out of 10 digital projects failing. Organisations with strong digital maturity outperform competitors in terms of growth, resiliency, time to market and the ability to drive future transformations.

As digital continues to play a key role in organisational performance, the disparity between digital frontrunners and stragglers will widen.

Our Digital Maturity Assessment acts as readiness check to determine your starting point and capability. By identifying levers to accelerate your digital transformation, it helps you create a shared language to understand current gaps and rally your team behind a case for change. We work side‑by‑side with you to combine technology and execution to start and scale your transformation, before helping drive it to success by embedding behaviour changes to capture benefits and achieve lasting impact.

Overruns, delays and re‑scoping are common to any program failure. How can you create a pipeline for deployment where accountability is key?

Program failure is still extremely common and rarely is as explicit as a program being abandoned.

Instead, it manifests in dramatic cost overruns, delays and re‑scoping exercises that mask ongoing redefinitions of success, leading to technology becoming outdated or redundant by the time it is deployed.

Execute at pace, front‑load benefit generation, and hold your business leaders accountable

Modularised program design and delivery accountability are critical to mitigating risks and maintaining a high‑velocity deployment pipeline that delivers incremental early value.

Done the right way, modularisation allows companies to reinstate single‑point accountability and ownership of business lines for delivery of individual program components associated with specific value outcomes – accountability that is often lost when implementation is delegated to monolithic technology divisions.

As demand for technology increases, so too does the cost to deploy it. IT departments and tools are becoming an ever‑more meaningful component in an environment marked by rising pressure to reduce overall costs.

Advances in technology are driving business appetite for digital transformation, cloud solutions, cybersecurity and AI. But with recent inflationary cost increases, organisations must be ready to aggressively manage and optimise growing tech budgets for value.

Our approach combines IT cost savings with optimisation to deliver lasting value. Traditional levers such as renegotiating service levels and contracts remain effective. However, equally important are managing demand, minimising service costs and leveraging existing capabilities rather than building new custom solutions. We believe that consistent alignment with your business strategy, filling any gaps but also removing any unnecessary, overlooked or gold‑plated cost elements, is what delivers the best value outcome for business.

Digital project portfolios are often not linked to value and outcomes

Transformation ambitions usually come with unclear and slow‑moving digital project portfolios that lack strong value and velocity. As a result, critical projects are frequently delayed, have little financial payback and can damage brands and organisations.

Optimising your digital project portfolio is critical to project completion, securing returns on resources and minimising reputational damage. We help you embed portfolio governance across all stages of the project lifecycle to increase project velocity and quality – and in turn, uplift employee experience. By simplifying and clarifying your pipeline process, we help you create a structured and disciplined approach for executing projects while engaging both technical and operational stakeholders to define fit‑for‑purpose solutions and manage dependencies.