Capgemini has 350 Business and Information Strategy management consultants across Europe specialising in Transformation Programme Management issues.

Anchor points to sections includes:

• Benefits of Transformation Programme Management
• Capgemini’s approach
• Capgemini capability
• Success stories

The benefits of Transformation Programme Management

By bringing a strategic focus to achieving success in large business and IT transformation programmes, we will work with you to deliver:

• The programme delivery environment you need to improve the predictability of outcome and value delivery.
• Enhanced stakeholder confidence through a focus on the transformation essentials including: speed of delivery, benefits management, risk and complexity management, and sustainable change.
• Greater likelihood of programme success by managing the full lifecycle of business change, covering: clarity of objectives, capability to deliver, progress against objectives, sustainability.
• increased business buy-in and justification for increased investment where needed as a result of the timely project and programme reviews.

Capgemini’s Approach:

Capgemini’s collaborative approach to delivering these benefits takes into consideration the traditional programme elements of governance, organization and management.

We incorporate these alongside a focus on: business strategy alignment; securing business value; and human factor management. The result is transformation programmes that deliver the portfolio of benefits the business expects from an IT organization that is more agile and more intimate with the customer.

Capgemini’s Capability

Our advisers are more than consultants – we work collaboratively with senior leaders in a trusted-adviser role to understand issues and shape solutions. We are well versed in both the IT market and the implementation and process issues around transformation programmes. The result is a solution customised for each client’s specific situation and need.

Transformation Programme Assurance, Governance & Delivery: Providing assurance, and governance advice and support for transformation programmes to ensure that they deliver their required business outcomes. Supporting the delivery of transformation programmes across the full lifecycle of business change.

Transformation Programme Health Check & Recovery: Review of transformation programmes at any point in their lifecycle and the design of improvement and recovery programmes based on the outcome of the healthcheck, to maximise certainty of value delivery.

Regulatory Compliance & Risk: Development and implementation of risk management and compliance strategies, providing advice on managing compliance and risk. Using the requirement for regulatory compliance as a change catalyst to increase effectiveness and realise long-term cost savings in information systems.

We can help you assess where your organisation is in terms of its Transformation Management and provide direct support to your transformational initiatives.

Success Stories:

We have delivered real results for a wide range of Private and Public organisations including:

A Central Government Department

We worked collaboratively with our client team to develop a programme to transform the department into a service orientated organisation and fulfil our client’s aspiration to be the best in Whitehall at managing information. This was to ensure it was capable of quickly reconfiguring processes and IT to support customer needs analysis, improve delivery and ultimately outcomes. The new information platform underpinning the transformation will enable the department to make significant capital savings and increase interoperability across its sector through re-useable business services and technology. This is one of the first Web 2.0 based information management strategies to be implemented in central government.

A Local Authority

A Local Authority wanted to create a blueprint to transform its IT service capability. It needed to create a design-led IT Transformation Routemap with clarity on outcomes, a rationale for the proposed changes and business alignment to the Council’s services. The council had a highly fragmented systems architecture which led to high support demands, compounded by weak governance and prioritisation. The IT project portfolio now has a defined direction with appropriate prioritisation criteria. IT actively engages with the business and now understands the business context. IT strategy is now being used a baseline for all IT operations, driving optimal IT investment.