Situation
A global organisation had invested approximately £40m in a major transformation programme centred around Workday and Salesforce.
The technology platforms had been delivered, but the wider transformation objectives had not been achieved.
The programme had primarily followed a lift-and-shift approach, replicating regional processes into new platforms rather than redesigning how the business operated. Multiple consulting partners had been involved throughout the programme, creating a fragmented technology landscape, inconsistent business processes, and increasing operational complexity.
While significant investment had been made, the organisation was not yet positioned to realise the strategic benefits originally envisaged.
Challenge
The core issue was not the technology.
The issue was that regional ways of working had been embedded into global platforms.
Rather than creating a single operating model, the organisation was left managing multiple process variations, fragmented governance, inconsistent support structures, and duplicated operational effort across regions.
This limited the organisation’s ability to scale efficiently, optimise costs, introduce global delivery models, and enter new markets with consistency.
Without intervention, the business risked carrying the cost of a global platform estate while continuing to operate as a collection of regional organisations.
What Relentica Delivered
The focus shifted from platform implementation to business transformation.
A global operating model was established across the core platforms, replacing fragmented regional processes with standardised approaches that could support international scale.
Centralised governance, change management, platform ownership, and support functions were introduced to improve consistency and accountability across the organisation.
Business and technology stakeholders were aligned around common objectives, ensuring platform decisions supported wider organisational goals rather than local optimisation.
Delivery governance was strengthened, platform roadmaps were rationalised, and the organisation moved from a regional technology model towards a truly global operating environment.
Client Snapshot
Sector: Cyber Security and Professional Services
Organisation Size: 2,000+ employees operating across the UK, Europe, North America, Asia Pacific and Australia
Engagement Type: Technology Transformation Recovery and Global Operating Model Enablement
Capability Pillars:
- Strategy, Advisory & Delivery
- Leadership, Transformation & Fractional Services
- Cost Optimisation & Global Delivery
Commercial Outcomes
- Enabled the business to pursue global delivery models and associated cost optimisation opportunities.
- Created a platform foundation capable of supporting expansion into new markets.
- Improved visibility and control of future technology investment.
- Increased the long-term value realised from a £40m transformation investment
Operational Outcomes
- Established a single global operating model across core enterprise platforms.
- Reduced process fragmentation and regional variation.
- Introduced centralised governance, support, and change management functions.
- Improved consistency, scalability, and operational efficiency across multiple regions.
Leadership Outcomes
- Re-established confidence in the transformation programme.
- Improved alignment between business and technology leadership.
- Created clearer accountability for platform ownership and decision-making.
- Shifted the organisation’s focus from system deployment to busi
The Relentica Lens
Technology platforms rarely deliver transformation on their own.
The greatest value is realised when organisations standardise processes, align governance, and create operating models capable of scaling globally.
Transformation succeeds when technology becomes an enabler of business change, not the objective itself.