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Delivering Complex Programmes

In today’s interconnected world, digital transformation and ERPs are not just buzzwords; they are strategic imperatives for organisations across all industries. The rapid pace of technological advancements, like AI, coupled with shifting customer expectations and cost pressures, has elevated digital transformation to the top of the agenda. Despite the widespread adoption of ERP and Enterprise Applications, many organisations still struggle to unlock their full potential, with many transformations documented as failures. At SmartCo, we help organisations navigate the complexities of their ERP journeys and digital transformation initiatives, driving sustainable growth, change, and innovation. Navigating Uncertainty: Why ERP is Essential for Future-Proofing Organisations In an era marked by disruption and uncertainty—from Brexit and Covid-19 to the conflicts in Ukraine and the Middle East—adaptability is crucial for organisations. While it’s easy to get swept up in the excitement around Generative AI, ERP and application transformation represents a way to fundamentally shift how businesses operate, engage with customers, and create value. From streamlining operations and optimising processes to enabling new business models and revenue streams, ERP systems like Dynamics 365 and IFS can revolutionise every aspect of an organisation. Realising this potential requires more than just deploying new technologies; it demands a fundamental change in mindset, culture, and organisational behaviour. By proactively embracing change and investing in ERP capabilities and application projects, organisations can position themselves for long-term success and stability, fostering the innovation that they ultimately need to differentiate. Charting a Course for Success: The Strategic Blueprint for ERP Transformation A successful ERP transformation initiative begins with a well-defined strategy, plan, and execution roadmap. Crafting a strategic blueprint involves aligning ERP efforts with overarching business goals, identifying key focus areas, and prioritising initiatives based on their potential impact and feasibility. It’s crucial to ensure that the ERP journey aligns with business goals for at least the next five years. Understanding the current landscape is essential before embarking on the ERP journey. This means conducting a thorough assessment of existing business processes, technology architecture, and organisational structure. Knowing your “as-is” state helps identify gaps, inefficiencies, and areas for improvement. It also ensures that the new systems integrate seamlessly with existing systems and processes, minimising disruptions and maximising value. Navigating this transformation requires close collaboration between business and technology leaders, alignment and buy-in across the organisation, and a carefully selected suite of external partners to bring in expertise and knowledge. By establishing a clear vision, setting realistic goals, and outlining an execution roadmap, organisations can navigate any transformation, ERP or other, with confidence and purpose. Leadership, Governance, and Assurance: The Cornerstones of ERP Transformation Effective leadership, strong governance, control, and project assurance are critical for ERP transformation success. Leaders must champion the agenda, foster a culture of innovation and collaboration, and provide the necessary resources and support for meaningful change. Organisations often lack the capacity to sufficiently resource internal SMEs and project teams. Addressing this early and bringing in relevant expertise to support robust governance structures and accountability mechanisms is essential. A strong project management team with the necessary experience and expertise is crucial to drive ERP initiatives, manage risks, and optimise resource allocation. We increasingly see clients running large application programmes seeking external assurance partners to act as a ‘critical friend’ to the Board. At SmartCo, we work ‘client-side’ using proven methods to assure and monitor project health, ensuring the right skills in the core team and enabling leaders to create an environment conducive to success. Leveraging Technology: Innovation and Integration While a successful ERP implementation often represents an opportunity for sticky Business Change, technology also lies at the heart of ERP transformation, serving as a catalyst for other innovation activities (like AI and RPA) and driving efficiency and growth. Organisations must embrace these emerging technologies once the enterprise platforms are stable and operating successfully across all business areas. Dynamics 365 and IFS, with their integrated suite of applications, provide the flexibility and scalability needed to meet these demands. However, successful ERP transformation isn’t just about adopting new technologies; it’s about integrating them seamlessly into existing processes, systems, and workflows and making the change stick! Sustaining Momentum: The Role of Culture and Change Management ERP transformation is not a one-time event but an ongoing journey of evolution and adaptation. To sustain momentum and drive long-term success, organisations must embrace a culture of continuous improvement, innovation, and agility using proven change management techniques. This involves fostering an environment where internal stakeholders are regularly engaged to have their ‘WIFM’ (What’s In It For Me) questions answered. By driving these conversations and investing in change management expertise where needed, organisations can ensure ERP transformation initiatives continue to deliver value long after the initial implementation. Measuring Success: Key Metrics for ERP Transformation To gauge the effectiveness of ERP transformation efforts, organisations must define clear key performance indicators and project metrics to track progress and measure outcomes. These metrics should align with strategic objectives and reflect the desired outcomes of ERP initiatives. A crucial step at the beginning of any major application-enabled transformation is to baseline the current business state/metrics, including spend, headcount, or process lengths (e.g., month-end close). These metrics can expose some uncomfortable truths but help form the business case for change and investment. Once baselined, these numbers should be regularly reviewed to prove that value is being created. External companies can support this value realisation process, providing tools and templates to aid this effort. Organisations must establish quantifiable targets and benchmarks to assess the impact of ERP transformation on business performance. By regularly monitoring and analysing performance data, the Project Delivery Team can identify improvement areas, course-correct as needed, and drive continuous improvement. SmartCo Consulting ERP Services System Integrator and Client-Side Assurance Services: Our expertise in system integrator assurance and client-side advisory services is a key offering that separates us from some of the other consultancies. We excel at maintaining clear project scopes that align with your organisational objectives. Through rigorous quality assurance processes, we identify and mitigate project-related risks and manage transformational changes effectively, including comprehensive communication and training strategies. Acting as your strategic partner, our client assurance team oversees SI partners, offers expert advisory services, and ensures alignment with your vision. We manage all aspects of your ERP implementation with a focus on quality, transparency, and continuous improvement. Project Planning and Control: Our consultants develop detailed implementation roadmaps covering timelines, risk and issue management, resource allocation, budget tracking, and milestone setting. This meticulous planning ensures your ERP project stays on track and within budget, delivering expected outcomes efficiently. Configuration and Data Migration: We ensure that business requirements align perfectly with optimised ERP functionality through effective vendor management. Our data migration experts handle the seamless transfer of data from existing systems to the new ERP system, ensuring data integrity and minimal disruption. Change Management: Our change management strategies ensure a smooth transition to the new ERP system, minimising disruptions to your operations. We focus on preparing your team through training and engagement, enabling them to embrace new processes and technologies confidently. Programme Audit: We offer a comprehensive programme audit service that provides an unbiased review and robust challenge of the programme at key stages, such as scope, plans, and budget. Our independent oversight ensures that project decisions are sound and aligned with best practices, providing an additional layer of confidence. By leveraging best practices and tools, we provide SteerCo-level assurance, challenging and validating programme decisions and direction to ensure success and adherence to strategic objectives. ERP Testing and Quality Assurance: SmartCo Consulting also offers a dedicated ERP testing and quality assurance (QA) service. Our QA experts rigorously test every aspect of your ERP implementation to ensure it meets your business requirements and performs flawlessly. We conduct comprehensive functional and non-functional testing, including system integration testing, user acceptance testing (UAT), and data integrity testing. Our focus on meticulous testing processes helps identify and resolve issues early, ensuring a smooth and successful go-live. By leveraging advanced testing tools and methodologies, we ensure your ERP system is robust, reliable, and ready to support your business operations. Resource Augmentation: Our extensive network of skilled professionals allows us to assemble multi-disciplinary teams to provide specialised assurance on specific functions or roles as required, ensuring you always have the right expertise at your disposal. About Oliver Oliver is SmartCo’s Partner and COO with 20+ years of experience leading large-scale, multi-million pound transformations. Oli is responsible for overseeing all programmes to ensure on-time and within budget delivery, creating scalable solutions that exceed objectives. About SmartCo Consulting At SmartCo Consulting, we are committed to delivering exceptional ERP programme results. Our dedication to flexibility, data integrity, transparent communication and continuous improvement ensures your ERP system not only meets but exceeds your expectations. Trust SmartCo to be your partner in achieving ERP success. For more information on how we can support your ERP needs, please contact us here.

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Join the Future of Healthcare

SmartCo and Future Nurse Seeks Clinicians to Lead the Way Last month, SmartCo partnered with Future Nurse because we believe it takes a diverse group of experts to drive digital transformation in healthcare. We share the same vision and values, aiming to improve patient care with advanced technologies. Now, we’re looking to expand our team with dedicated clinicians from all professions who are passionate about making a difference. Why Join SmartCo and Future Nurse? 1. Lead Digital Transformation We believe clinicians are the key to healthcare transformation. Your expertise is crucial for integrating digital solutions like Electronic Patient Record (EPR) systems into daily practice. With your help, we can make sure these technologies meet the real needs of patients and healthcare providers. 2. Teamwork Teamwork is at the core of what we do. You’ll be part of a collaborative environment where your ideas matter. Together, we’ll create a healthcare system that uses technology to improve patient care and make operations more efficient. 3. Professional Growth We are committed to your continuous learning and development. We offer extensive training to keep you at the forefront of healthcare and technology. Your growth is important to us. 4. Make an Impact The work you do with us will directly impact healthcare organisations and patient outcomes. By helping implement and optimise digital solutions, you’ll improve diagnoses, treatments, and overall patient care. The Importance of Clinicians We know how valuable clinicians are. Your insights and experience are essential for successful digital transformation. By joining us, you’ll help shape the future of healthcare, ensuring technology enhances patient care. Opportunities for All Clinicians We’re looking for clinicians from all fields to join our team. Whether you’re a nurse, doctor, therapist or healthcare technician, your expertise is vital to our mission. We aim to drive innovation and provide top-tier consultancy services for the future of healthcare. Join Us The future of healthcare is bright, powered by dedicated clinicians and innovative technology. At SmartCo and Future Nurse, we’re proud to lead this transformation. Join us on this exciting journey and be part of a team making a real impact on healthcare. Together we can make a difference. About SmartCo Consulting At SmartCo Consulting, we are committed to delivering exceptional digital solutions. We’re a trusted partner with an established record of working in and alongside healthcare organisations. We have tried-and-tested methods for people-centred healthcare transformation, clinical engagement and benefits realisation. If you’re passionate about healthcare and excited about technology, we’d love for you to join our team. Contact us today.

Natasha Phillips

19 July 2024

Welcome to Henry Darch

We are thrilled to announce Henry Darch has joined SmartCo as a Client Support Consultant. Wishing you a warm welcome from the entire SmartCo team. We sat down with Henry to ask him a few questions about his career path, his new role at SmartCo and what he’s most looking forward to about joining. Hi Henry. What has been your career leading up to SmartCo? I have spent the last 5 years in healthcare working in both project management as well as client engagement. Digital healthcare then came to the forefront of my passions after years of estates work within the NHS. Now speaking with leaders within the NHS I want to make a difference and make sure the infrastructure for our healthcare system is up to date and successful. What is your new role and what will you be focusing on? I am joining as a Client Support Consultant. I’ll be engaging with clients to make sure their digital transformation projects are on track across the full project life cycle. I’ll be client facing from proposal to go live to allow for continued communication throughout a project, gaining the most success for our customers. What are you looking forward to most about joining? I’m looking forward to speaking with new and existing clients and collaborating together on their digital transformation projects. I’m also excited to learn from the digital leaders at SmartCo and hear about their experiences. What attracted you to SmartCo? SmartCo is highly regarded in the digital health market as a real leader. The experience of working alongside known names and leaders at SmartCo is what attracted me the most. It means that the clients are getting the best shared knowledge in the market and it also means I will gain great experience from the best. What do you enjoy doing in your spare time? If I’m not out running around with my daughter, you will find me on a golf course or watching Bath Rugby.

Team

Welcome to Callum Campbell

We are thrilled to announce Callum Campbell has joined SmartCo as Head of Client Engagement. Wishing you a warm welcome from the entire SmartCo team. We sat down with Callum to ask him a few questions about his career path, his new role at SmartCo and what he’s most looking forward to about joining. Hi Callum. What has been your career leading up to SmartCo? My professional life started after university, when I took up a short term role whilst travelling. The “6 month job” ended up with me being sponsored by a travel business in sydney. I spent 4 years there, working my way up to become the Operations Manager for New South Wales; comprising of 13 different stores. Here I would work on the implementation of processes, training, managing vendor relations and various other responsibilities. After those 4, incredibly fun years / free travel, I decided it was time to grow up and came back to the UK to join a business that was starting up in the recruitment world. I was one of the original 8 people and helped grow it to a peak of 200 people. The first 4 years of that tenure I spent in a recruitment role working across change within the financial service industry but when there was an opportunity for an outcome piece of work, I launched our consultancy business. As the only fully dedicated person within the consultancy I built all of the templates, process, procedure and strategy from scratch. Over time it became the most profitable area of the business with multiple engagements, services and responsibilities run in tandem. What is your new role and what will you be focusing on? Working in the Private Sector team, I am here to grow the SmartCo business. Engaging with clients, colleagues and our associates my aim is to improve revenue, brand and client perception. What are you looking forward to most about being part of the team? I can’t wait to start learning from the people at SmartCo. Everyone I have met so far has been really impressive and supportive. There is a real entrepreneurial spirit and i can’t wait to see how i can help SmartCo and Vice Versa. What’s unique about SmartCo? The business growth and continual improvement mentality of every member of the team. From an outside perspective everyone seems ambitious about improving themselves and the business. What do you enjoy doing in your spare time? When I am not preparing for a stand-up comedy gig, you will find me either spending time with my daughter, building something from scratch in the house (to my partner’s dismay), or reading (ranging from self help and product strategy all the way through to space aliens and dragons).

Blog

AI is everywhere and nowhere…

As a seasoned CTO with over two decades in the tech industry, I’ve witnessed firsthand the evolution and hype cycles of countless technologies. Currently, AI is the buzzword on everyone’s lips. However, the reality of AI’s capabilities versus its marketing portrayal is a stark contrast. In this article, I aim to demystify AI for fellow tech leaders and share my perspective on the current state of the tech market ‘leveraging AI’. The AI Misconception AI has become a ubiquitous term, plastered across marketing materials and product descriptions. However, much of what is branded as AI today is not the advanced, thinking machine of science fiction lore. Instead, it’s typically what we call narrow AI (ANI), designed for specific, specialised tasks. The classic depictions of AI from sci-fi – think HAL 9000, Commander Data (showing my geekiness and age) or for those millennials, Jarvis from Iron Man – fall into the category of artificial general intelligence (AGI), capable of reasoning and adapting across a wide range of scenarios. We are far from achieving AGI, and most “AI” in the market today is a far cry from these fictional portrayals. The Reality of Narrow AI Modern AI technologies, such as GPT-4, excel in specific tasks like natural language processing. They can generate human-like text, analyse patterns in data, and even create art based on existing styles. However, these systems are essentially advanced pattern recognisers. They process vast amounts of data to identify trends and produce outputs that align with their training data. Despite their impressive abilities, these AI systems lack true understanding or reasoning. They do not comprehend the context of the data they process, which can lead to significant errors when faced with novel situations outside their training. This limitation is often glossed over in marketing materials, leading to a disconnect between consumer expectations and actual capabilities. The Marketing Hype The tech industry is rife with companies eager to slap the AI label on their products to capitalise on the hype. This practice not only misleads consumers but also sets unrealistic expectations. For instance, autonomous driving technology is frequently touted as ‘AI-powered’. While these systems use advanced algorithms and sensors to navigate, they are still prone to errors and require significant human oversight. Misleading marketing in such critical applications can have serious safety implications. Machine Learning and Large Language Models A significant subset of AI is machine learning (ML), which involves training algorithms to learn from data and make predictions or decisions without being explicitly programmed. Within ML, large language models (LLMs) like GPT-4 have garnered significant attention. These models are trained on vast amounts of text data and can generate coherent, contextually relevant responses. However, their capabilities are often overstated. LLMs can produce human-like text but lack true understanding and can make mistakes, especially when faced with unfamiliar scenarios. Practical Applications and Limitations Despite the overhyping, narrow AI and ML have practical and valuable applications across various domains: Cloud Computing: AI-driven resource management and optimisation improve efficiency and reduce costs. Cybersecurity: AI helps in detecting anomalies and potential threats in real-time, enhancing security measures. Data Analysis: AI algorithms assist in processing and analysing large datasets, uncovering insights that would be difficult for humans to detect. These applications demonstrate AI’s potential when applied correctly within its limitations. However, it is crucial for tech leaders to recognise that these systems are not infallible. They operate based on the data they have been trained on and can struggle with scenarios that deviate from this data. Understanding these limitations is essential for making informed decisions about AI deployment in critical systems. Orchestrating AI Agents Think of AI as an orchestra, where each AI agent is a musician specialising in a particular instrument. Individually, they can perform specific tasks expertly. When orchestrated correctly, they can produce a harmonious symphony that performs complex, multi-faceted tasks. This orchestration is crucial for deploying AI effectively, ensuring that each AI agent contributes to the overall goal without overstepping its capabilities. The Path Forward As AI technology continues to evolve, it will become increasingly difficult to distinguish between machine-generated and human-created content. This raises concerns about authenticity and trust, especially as generative models improve. For tech leaders, the key is to remain skeptical of overblown claims and focus on the practical, demonstrable benefits of AI. Conclusion AI is indeed everywhere and nowhere. It is a powerful tool with the potential to revolutionise industries, but it is not the omnipotent force that marketing would have us believe. As tech leaders, it is our responsibility to cut through the hype and focus on the real capabilities of AI. By doing so, we can harness its power to drive innovation while setting realistic expectations and maintaining the trust of our customers and stakeholders. About Javid Javid is SmartCo’s Partner & technology executive with expertise in cloud computing and transformations. He combines business and technical strategy while leading complex cloud and digital transformation programmes across organisations. About SmartCo Consulting SmartCo is a consultancy business specialising in the delivery of digital transformation projects for large private and public sector organisations. We offer advisory, project delivery and optimisation services across a range of industries including Healthcare, Consumer & Retail, Media & Telco and Financial Services. If you would like to speak to the SmartCo team about your realistic and feasible AI strategy or your digital transformation needs, then please contact us here.

Javid Khan

25 June 2024

Electronic Patient Records Guide

Electronic Patient Records: A guide to making the most of supplier/NHS relationships We’re pleased to share the below guide to making the most of supplier/NHS relationships, delivered on behalf of the NHS England Frontline Digitisation Programme. EPR Guide – Supplier NHS Relationships – May 2024 This guide was authored by SmartCo’s Victoria Betton, working with NHS England, techUK and Humber and North Yorkshire Integrated Care Board. Its aim is to improve the way suppliers and trusts work together to deliver successful digital transformation, from vision and business case, through to procurement, contract management, implementation, optimisation, and contract end. If you would like to speak to the SmartCo team about your digital transformation, then please contact us here.

Victoria Betton

4 June 2024

What Makes Good Project Assurance?

In my last blog, I shared my heuristics for big projects. One of these is the need to take an external view on projects to mitigate against optimism bias and groupthink, and to improve the chance of success. Good project assurance is an important way of providing this external view and needs to be a key governance consideration for project sponsors and boards. Definitions below courtesy of Wikipedia: Optimism bias: A cognitive bias that causes someone to believe that they themselves are less likely to experience a negative event. Groupthink: A psychological phenomenon that occurs within a group of people in which the desire for harmony or conformity in the group results in an irrational or dysfunctional decision-making outcome. One of the great things about leading major projects in Government is you get to experience project assurance from both “sides”. I provide assurance in my role as a high-risk review team leader for the Infrastructure and Projects Authority (IPA), and I’ve received assurance on the major projects I’ve directed. The IPA assures, supports and reports on Government major projects – those which require spending over and above departmental limits (often £50m), require primary legislation, or are innovative or contentious. This represents a portfolio of around 200 projects with a total cost to the taxpayer approaching £500bn. The IPA assurance review kit can be found here. The purpose of any project assurance should be to help the sponsor to improve its chance of success. Assurance reviews should be taken at key stages in the project lifecycle, such as business justification, delivery strategy, investment decision, readiness for service and benefit realisation. Assurance teams should be independent and have relevant project and industry expertise. They should work on a peer-to-peer basis, against an agreed terms of reference and code of conduct. Key aspects of conduct are teamwork, objectivity, diversity, openness, honesty, constructive challenge and confidentiality. Good assurance reviews are well planned and consider a range of evidence and stakeholder views on a “non-attributable” basis. The assurance team should make evidence-based findings and practical recommendations that will aid delivery, highlighting good practice as well as areas for improvement. They should regularly update the sponsor during the review to ensure there are “no surprises”. The output of the assurance review should be a report that is agreed with the sponsor. This report should provide an assessment of delivery confidence, findings, recommendations, blockers, and areas of good practice. IPA assurance reviews utilise a RAG delivery confidence assessment. There is a nuance to providing such an assessment. Some of the key questions I consider are: do the project vision and objectives remain valid; are stakeholders bought into these; is the delivery strategy right; is there good governance; are the risks understood; and is there the right capability in the project team Green: Successful delivery of the programme/project to time, cost and quality appears highly likely and there are no major outstanding issues that at this stage appear to threaten delivery. Amber: Successful delivery of the programme/project to time, cost and quality appears feasible but significant issues already exist requiring management attention. These appear resolvable at this stage and, if addressed promptly, should not present a cost/schedule overrun. Red: Successful delivery of the programme/project to time, cost and quality appears to be unachievable. There are major issues which, at this stage, do not appear to be manageable or resolvable. The programme/project may need re-baselining and/or its overall viability re-assessed. Following the assurance review, the onus is on the project sponsor and board to ensure the recommendations are implemented. Actions should be planned, with progress against these tracked and reported to the board. Further assurance of action plans should be considered, especially in the case of a red delivery confidence assessment. About Paul Paul works in partnership with healthcare organisations to deliver people-centred transformation that improves services for patients and staff. He has 25 years’ transformation experience, with 15 years leading national programmes and services in the NHS. He is a graduate of the Major Projects Leadership Academy, a high-risk review team leader for the Infrastructure and Projects Authority and a mental health first aider. About SmartCo Consulting SmartCo is a consultancy business specialising in the delivery of digital transformation projects for large private and public sector organisations. We offer advisory, project delivery and optimisation services across a range of industries including Healthcare, Consumer & Retail, Media & Telco and Financial Services. If you would like to speak to the SmartCo team about your project assurance needs, then please contact us here.