Renewal & Reform: Client focus demonstrates organisations laying the ground work for transformation

Author:  Sam Higgins

As part of Business Aspect’s internal planning for each new financial year we analyse and reflect on the previous 12 months’ engagements with a view to identifying key client priority areas. This year’s analysis across almost 150 individual client engagements reveals evidence of a shift in organisational thinking as it relates to the twin drivers of “renewal” and “reform” that have characterised our conversations with both commercial and public sector clients.

Indeed, this year’s results provide interesting insights into the way organisations approach the renewal and reform journey across a wide range of industries from pharmaceutical to mining as shown below.









Contrary to popular rhetoric, the journey does not start with specific investigations of cloud computing or other cloud solutions. Across Business Aspect’s engagements those with priorities focused solely on cloud are less than 5% of the total (E.g. IaaS and PaaS). That is not to say cloud is not an important factor in renewal and reform; it is a mandatory consideration. Rather undertaking renewal and reform requires a wider lens and the scope of our engagements reflects clients recognising that they must truly take stock of the overall landscape and lay strong foundations for successful renewal and reform.

This is demonstrated through our top five engagement types for 2013-2014 that include assisting clients to understand internal constraints such as current and future ICT portfolios (representing 16% of engagements), opportunities for process optimisation (14% of engagement), the risk exposure in current business process and practices (14%) and external factors such as future customer experience and service delivery models, followed by mobility strategies (12 and 9% respectively).

As the new financial year continues to unfold, Business Aspect expects client focus to shift from planning to implementation with increasing priority on areas such as ensuring that projects are initiated with the right success measures aligned to plans, information needs of the business are understood as more and more ICT-enabled solutions are delivered “as-a-service” and an increasing need for integration architecture solutions to support joining up multiple “as-a-service” solutions to maintain effective decision making and analysis processes that remain core the business operations, regardless of the renewal and reform of delivery and ICT functions.