Our clients regularly tell us that it is challenging to realise their business

transformation opportunities and unlock the potential of their organisation.

Some of the consistent themes we hear are:

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• We have a clear vision, but it is harder to realise than we anticipated

• We constantly do these programmes, but fail to realise the full benefits

• Our change programmes are too often late and out of (our) control

• We need our key people to run the business, not to be redeployed on change programmes

• Consultants and SIs are prohibitively expensive 

• Our project managers don't deliver

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To fix a problem, you first have to realise that you have one......so if any of these resonate with you then you are already through the recognition phase, which means it is time to start unlocking transformation opportunities.

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What Claverton does

Our transformation team are experts at making change happen. We are transformation experts, converting opportunities and problems into achievements and benefits. How do we do it?

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• Clear transformation strategy & vision, steeped in achievability

• Reduce complexity to develop an easy-to-execute road map

• Reduce costs by eliminating waste, duplication and decision inertia

• Proactively reduce risk with our comprehensive risk framework

• Improve visibility of processes and controls

• Improve the ROI of your transformation and systems investment

• Improve engagement of your stakeholder community

• Improve data visibility and access, creating better, faster decisions

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We deploy proven people, approaches and tools, not theories and models. 

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Claverton will help you fast-track your transformation learning at the same time as avoiding common transformation errors such as:

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• Viewing transformation as primarily a technology programme: when people see technology as a component of a transformation they commonly think that they need a technology-led approach. However, transformation is about people, change, building a positive culture, achieving business benefits and demonstrating clear outcomes. Therefore, transformations are best led by people with broad/deep business transformation experience, accompanied by technology subject matter experts in the transformation team

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• Equating size to complexity: just because a transformation is large it needn’t be complex to manage, however, many programmes start in a fragmented way and others lose focus over time. Transformations need to be well-structured and broken down into achievable near-term goals which visibly carry you along the transformation journey

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• Buy-in can fade quickly when people realise how long a transformation is going to take: it is important to continually galvanise your stakeholder community, engaging them in transformation events and activities. Maintaining stakeholder support is hugely important in the event that challenges arise, or business priorities shift

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• If you fail to prepare……prepare to fail: most transformation programmes don’t plan fully and focus only on the early stages. The lack of a full plan means critical thinking is left incomplete (often masquerading as an Exec-level road map), the team is immediately caught up in day-to day activities and lose sight of the consequences of choices and decisions, leading to unwelcome surprises down the line

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