The solution was to redefine the IT needs of the business to address current problems, re-align IT with business needs, and build a new IT strategy that would deliver clear business benefits.

• Development of a business process model that helped the organisation understand it’s processes better. This showed where the issues were, what was causing them, and how the systems were not supporting the business.
• Identified the issues within the finance function, and used these to help the business to tackle the poor business benefits achieved in this area to date.
• Identified how the lack of a common data or technology architecture was preventing current or future systems from delivering the required benefits.
• Appraised the current IT project portfolio to assess the ability of the planned systems in addressing the current business issues. This resulted in changes and some cancellations to a number of current IT initiatives.
• Identified the ERP modules and supplementary systems that would enable the business, and evaluated core ERP modules and other compatible products to identify the best fit with business requirements.
• Defined each system requirement as a value proposition. This identified the people, process, and technology requirements, how the project should be approached, what business issues it would resolve, the benefits that the system would being, and the costs and timescales that would be required to implement the system.
• Worked to address organisational issues that were hindering the IT strategy, business processes, and data sharing within the business.
• Built a new IT strategy that combined the above into a fully costed strategic programme of work.
• Presented the IT strategy to senior board members, demonstrating the issues with the current situation, building buy-in to the proposed IT solutions, gaining commitment to the business case, and helping management understand their role in making the change programme a reality.

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