Capability-Based Planning

Arup recognised that the shortcomings of their HR technology footprint posed a significant operational and commercial risk. Calling on Konvergent’s experience of HR digital transformation, they wanted us to help board members and HR leaders understand the scope of their technology needs, capability gaps and need for technology market insight.

This led to the company’s first global investment in HR technology, a digital HR strategy and alignment with their global Cloud strategy. Our accelerated approach supported Arup through RFI/RFP, business case development and global HR systems implementation across five regions and 38 countries.

This would not have been possible without our team’s focus on simple messaging, engaging visuals and outstanding collaboration.
Our technological impartiality ensured a successful RFP process (though both of the final global ERP vendors wrote to complain of bias against them!).

“The Konvergent team has been simply amazing! Two and half years into the project, they are still getting rave reviews from global and regional leads.”

Global Programme Lead – People Systems Transformation

Konvergent was engaged by the Travelex Group HR leadership to shape their new TOM, using a business capability-led approach. They wanted to deliver real strategic value to the organisation rather than just being ‘keepers of the policies.’

This was a new approach for TOM design at Travelex. The project highlighted important capability and communication gaps across the HR function that were inhibiting growth and causing unnecessary issues.

Several challenges were addressed. They wanted to harmonise global HR processes and to make better use of their investment in Cloud technology. They also wanted to empower the wider HR leadership to communicate strategies effectively across different layers of employees in all countries and cultures within the Travelex Group.

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Konvergent’s long-standing experience in supporting BT’s HR departments led to an engagement from their Senior HR Management Team.

We helped them to set their strategy, work through their long-term goals for the organisation and develop a target state architecture. The latter was informed by HR market factors, employee imperatives and best HR practices.

We used a business capability-led approach to reach out to Supply Chain, Finance and Procurement. The idea was to fund a joint investment for an integrated ERP solution aligned to the overall digital transformation strategy.

We continue to support BT’s HR through the RFI and RFP process, helping them select an ERP solution vendor that will deliver strategic HR functionality

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Travelex engaged Konvergent’s Business and Enterprise Architecture consulting services to help them build out a strategic capability model. Their goal was to enhance their investment governance, risk and transformation activities within their finance domain.

We began with a review of Travelex's existing situation to identify any pain points before making recommendations. We then supported Travelex throughout the transformation of their enabling functions using specialist methods and expertise.

With our assistance, Travelex expanded these enhancements across additional core corporate functions of their business. Konvergent’s passion for visualisation architecture ensured instant buy-in from their previously sceptical Global COO.

"We need to take this approach across the whole of our business."

Travelex COO

One of the goals of the BT Supply chain was to deliver superior customer service and process efficiency across the entire function. However, the senior leadership team had difficulties understanding what problems needed to be addressed and in what order.

At the time, the focus was too much on the day-to-day. They needed an architecture consultancy to help business and IT see the problems at a more holistic level. That’s why they contacted Konvergent.

Due to the foresight of the Head of Supply Chain, BT Supplier Management were early adopters and advocates of business capability. They used it to determine the best approach within the supply chain programme – solving technology issues and focusing on the market-leading aspects of their organisation to win a competitive advantage.

Business capability was also used to drive a £20m RFI/RFP process for a new IT solution. They attributed a 5% cost saving in development cost to the use of this approach, which represents around 1000% ROI on the incremental cost involved (based on a PACE layering approach).

"This is the first time I've ever walked out of a meeting with IT feeling like we were talking the same language."

Barbara Anderson – Head of Strategic Programmes Supply Chain

Like many Konvergent clients, Lloyds Syndicate organisation Novae had a problem with communication. Senior management could not understand what was happening in the department that was causing inefficiency within their claims function. They wanted a consultancy to frame conversations in a non-technical language that the business could engage with.

Using a business capability-like approach, Konvergent demonstrated the customer journey to the business in a new way that they had never seen before. This new approach highlighted the duplications and gaps that were hurting the business.

“This assignment was eye-opening for the business. Konvergent demonstrated, quite clearly, that the majority of problems were caused by a breakdown in communication. I am very pleased to be part of their architecture community.”

Chief Architect - Novae

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