Case Studies
Digital Transformation
Cutting a transformation portfolio from sixty programmes to nine.
A mid-sized lender had committed a substantial multi-year budget to transformation. Delivery was tracked in milestones; no one could name the value delivered.
- Service
- Digital Transformation
- Sector
- Financial Services
- Engagement
- 12 months
The Problem
What stood in the way.
- Sixty concurrent programmes competed for the same scarce engineering capacity.
- Benefits cases were written once at approval and never revisited.
- Legacy decommissioning was always deferred, so run costs kept rising.
Our Approach
How we worked.
- 01
Re-underwrote every programme against a single measure of value at risk or created.
- 02
Stopped or merged work with no path to a P&L line, and sequenced the rest against capacity.
- 03
Tied each surviving programme to a named executive and a quarterly value review.
Outcomes
What the work produced.
- 9
- programmes retained
- -34%
- change spend
- 3x
- value delivered per pound
Change spend fell by a third while delivered value tripled, and legacy decommissioning finally began because capacity existed to do it.
Next Case Study
Private Equity Advisory