The client

Our client was a multinational professional services organisation, and one of the Big Four accounting organisations. They were undergoing significant technology transformation to improve their business model and help them serve their clients better.


The challenge

The client’s existing finance system was highly customised, nearing end of life, and the outsourced support model meant delivery of change was slow. A number of organisational changes were not reflected in the system, and there was also no capacity for the system to support the desired transformation of the finance function.

Our client needed a more agile system which was responsive to business needs. They wanted end-to end expertise in the delivery of complex ERP implementation to advise them and asked Change Associates to help.

What we did

Change Associates worked closely with the CIO, Director of Programme Delivery, and Finance team to advise on the scope of the programme. We reviewed the risks and opportunities associated with different delivery methodologies to help our client select the best approach for them.

Our consultants reviewed the existing technology landscape and worked with specialists in different but related domains (eg HR, supply chain, resourcing), to understand high level architecture, data flows and synergies. We identified technology pre-requisites needed to support finance transformation, ensuring all stakeholders were involved and dependencies mapped.

We worked directly with vendors to review solutions and capabilities, and evaluated opportunities to extend capability through partnerships. We advised on key areas of risk such as integrations, data migration, and security to give options around competing products.

Throughout the process we helped our client identify what they needed to do to start their transformation. We discussed how they would go about it, what skills would be required to deliver, and the key risks and challenges they would face.

We then supported the mobilisation process, defining the team structure, writing job descriptions and ensuring the delivery team was appropriately resourced. We then handed over to the delivery team to begin the implementation phase

The result

  • We gave an independent view of the technology options together with opportunities and risks based on dimensions selected by the client 
  • The transformation team was mobilised enabling them to start the implementation phase on time and well-equipped to make it happen successfully

Cover image (c) Shutterstock | Pajor Pawel