How do you design, steer and support a multi-million pound transformation programme? 

One of the UK’s largest telcos was at the start of a multi-year business support system (BSS) transformation, with the ambition to become agile enough to meet the future demands of the market. 

The company turned to Baringa to provide the experience, structure, simplification and rigour to ensure programme success. 

Expertise combined with collaboration 

We began by reviewing the programme’s governance and structure, bringing our experience of managing large transformations and project offices to instil best practice. We partnered with the programme director to build the programme plan, sharing lessons learned and challenging where needed to ensure deliverability. We implemented a clear governance structure, and introduced senior escalation forums to flag and resolve critical blockers.  

As the telco’s chosen design partner, we also created a bespoke design methodology. We built a process blueprint to support the new technologies, and brought together teams from across the business to design end-to-end processes. 

On top of this, we implemented traceability in the lineage of design, from scope through to requirements. We mobilised a design assurance function to ensure that the solution was legally and regulatory compliant, the end-to-end architecture implications of key design decisions and risks were understood, and business case benefits could be attributed to each release. We also established a reusable portfolio management approach and process to manage future requirements.  

To support the future direction of the programme, we developed a detailed roadmap. This evolved into managing the multi-million pound transition from transformation programme to business-as-usual, and establishing a fit-for-purpose change delivery model. 

Charting a smooth course through change 

We helped steer successful delivery in a complex environment with multiple partners. We guided the client through a host of changes across the multi-year programme, from internal M&A activity to global shifts such as the pandemic.  

These changes sometimes necessitated fundamental transformation within the programme. We supported leadership through tough decisions and re-structuring, developing new approaches and methodologies to align with changing requirements, including reducing the time from scoping to delivery of functionality by 30%.  

By working shoulder-to-shoulder with leadership, we ensured the programme remained on track to meet its objectives. 

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