Video transcript: Delivering complex transformation

Transcript

Lauren Pleydell-Pearce: Change when it's done well is powerful. It's a growth mechanic for an organisation.

Ian Sharratt: Everybody's transformation story is different and clients all have different start points.

Indi Singh: So, really be clear on that North Star because as you go through complex transformation, you know it's not going to be a straight journey.

Ian: When we look at why clients are looking to transform it can really vary, some are just existential, so, they've got new business models they want to introduce, or they need to try and drive out costs to actually reinvent the business.

Lauren: That desire to transform is rooted really deeply in something. It's either rooted because potentially they're losing market share; they're losing the customers that they used to have; maybe there's a retention challenge with their employees; maybe they just need more competitive differentiation.

Ian: When clients are looking at transformation, it's how do they set the right pace.

And I really think it's about their start point and their maturity and being very honest with the client about what is realistic.

Indi: We can have those candid, open conversations based upon our experience, this isn't theory.

Lauren: When we think about the capabilities that come together that we need to make this work, it's a combination of imagination and engineering precision.

Indi: Complex transformation isn't just a one cycle programme, it is multiple years, multiple layers. To be able to do that, you need a multitude of capabilities.

Ian: A lot of different teams come in at the start to actually set the ambition and the roadmap for execution, but then at some point you need to get down to brass tacks. And therefore you really need people who are very execution focused and are going to deliver that outcome.

Indi: What really complex transformation highlights is the need that you have to combine the technology with how you change how people work with also that emotional connection.

Lauren: So I've just come off a project with a bank that's been around for over 150 years. So they have deeply ingrained feelings in community and society. So just imagine that you have that as a legacy on one side. On the other side, we were designing and building with them a new digital bank. The importance is understanding the really good, solid, positive elements to take from the legacy brand, and how you transition that into a new base of customers.

Indi: We're working with the NHS across over 170 organisations, fundamentally changing the way they deliver care using digital, data and AI.

Ian: And it's not about just throwing more and more resources. It's thinking about how do we actually enable the public sector to transform themselves with our support.

Indi: So you're really getting into the mindset of the people that are going to be feeling the transformation. It's the clinicians, it's the people who run the hospitals, it's the CIOs. It means as a nurse, then being able to have all the information ready to hand. And as a patient, it really means I get a much more effective care.

Lauren: What sits really at the heart of it is understanding relevance of what you're doing to society, to your customers, to your employees, and building that connective tissue.

Indi: It's absolutely replicable across industries, whether that's the point around how you engage more effectively, how you understand the emotional contract, the cultural context, the role of AI.

Ian: It’s so dynamic, I think that's what excites me. Every day and week is very different, and the level of complexity and the people that you're working with is just fantastic.

Indi: This isn't just where we’re going in delivering a transformation project, we exit, we leave, it all stops. It's about understanding how you create a workforce that can then itself move to the next project, and the next project.