How to Successfully Deliver Systems Implementation and Transformation Programmes

How to Successfully Deliver Systems Implementation Programmes

Delivering a successful systems implementation or transformation can significantly improve organisational performance, streamline processes, and strengthen financial control. For many organisations, these programmes represent major investment and a rare opportunity to drive long-term efficiency and impact. 

Why do transformation programmes stall? According to Gartner, up to 69% of implementations proceed more slowly than projected. Others come in significantly over budget or struggle to deliver on their initial promise. The reasons behind this can be varied, a lack of strategic planning, under-resourced teams, or low stakeholder engagement. 

At Boston Hale, we work with organisations to ensure they have the right leadership, skills and structure in place from day one. This guide shares key insights to help CFOs, COOs, CTOs and Programme Leaders prepare for, staff and deliver successful systems implementation programmes. 

Why Systems Implementation is a Strategic Priority 

Whether you’re upgrading to Dynamics 365, Unit4, Oracle, SAP, or another solution, replacing a legacy system is a project that touches every part of your organisation. The pressure to modernise infrastructure can come from several sources: 

• Inefficiencies caused by outdated systems 

• Regulatory pressure to provide real-time, auditable data 

• Growing demand for accurate forecasting and business partnering 

• Increased need for cost control and transparency 

Despite these pressures many CFOs are reluctant to pull the trigger on a systems implementation project, even if they could achieve ROI within 12 months. 42% are being held back by a fear of losing historical data. Another 24% are concerned that a software implementation will distract their teams from crucial day-to-day work. 4% are concerned that an implementation will distract their teams from crucial day-to-day work.

But when done right, a systems implementation or transformation enables your organisation to achieve more than just streamlined, real-time reporting. A successful programme supports better decision-making and enables your organisation to be more agile, accountable, and scalable. 

Common Bottlenecks in Systems Implementation Programmes 

Systems implementation programmes often encounter the same recurring issues. Perhaps the most evident is an underinvestment in change and readiness. This usually manifests when resources are focused on systems build and neglect areas such as user engagement, training, and internal communications. 

Another bottleneck is poor planning around data migration. Legacy data structures are rarely clean or complete. Without experienced leads managing the mapping and cleansing process, delays and errors are inevitable. 

Finally, many programmes experience issues around business buy-in and trust. This can happen when stakeholders and end users feel systems are being imposed without consultation or when User Acceptance Testing (UAT) is rushed or deprioritised. The result is critical issues that emerge post-go-live and a lack of user adoption. These can then derail momentum, and project outcomes suffer. 

The answer? Plan properly, budget for readiness activities, and build a team that can manage the full lifecycle of the programme not just the technical aspects. Early investment in structured planning saves significant time and cost later. It also enables faster course correction if the scope, timelines or risks change. 

An effective implementation programme plan should establish clear governance and executive sponsorship, define critical path milestones, with interdependencies mapped from the outset, build readiness into every phase, from business case through to post go-live support. 

Key Roles Needed for a Successful Implementation 

A successful systems implementation or transformation requires more than a strong Programme Manager.  It’s about assembling a cross-functional team with the right blend of transformation and technical expertise. 

Key roles include: 

• Finance Transformation Lead: Bridges the finance and technical worlds. Must understand processes, systems, and stakeholder requirements. 

• Programme Manager: Oversees delivery, reporting and resourcing. Experienced in steering large-scale transformation. 

• Change Manager: Understands the benefits of implementation, realises those benefits, drives adoption, manages communication, and builds buy-in from day one. 

• Data Migration Lead: Manages data cleansing, mapping, and migration strategy. 

• UAT Lead: Designs and delivers structured testing with business users. 

How to Build the Right Team 

One of the most critical decisions in any systems implementation is how you resource the programme. Even with the best technology and a clear implementation plan, success will ultimately depend on the people leading and delivering it. 

There are several routes you can take to build the right team: 

• Deploying Internal Resource 
  This works well when internal teams have deep organisational knowledge, and capacity can be freed up. However, business-as-usual demands often limit availability, and internal teams may lack recent experience in transformation programmes. In many cases, companies will hire backfills to cover the resulting gaps. But transferring internal team members doesn't eliminate the need to hire; it simply shifts the vacancy elsewhere in the organisation. 

• Hiring Permanent Staff  
  Suitable when there’s a long-term need for in-house capability. But hiring permanent leaders for time-bound transformation initiatives can be costly, slow, and misaligned with the temporary nature of the programme. 

• Consultancy or Systems Integration Partners  
  Useful for technical build or process design. However, consultancies often operate at arm’s length from the organisation and can’t replace internal champions who drive change across departments. 

• Bringing in Interim Professionals 
  Arguably the most flexible and cost-effective option. Experienced interims hit the ground running, bring cross-sector delivery experience, and are focused solely on the success of the transformation. 

This is where specialist recruitment support adds value. Unlike many recruitment firms, Boston Hale combines deep knowledge of both technology and finance systems transformation. This means we can quickly build blended teams that deliver end-to-end programme success. 

Explore our Change & Transformation Salary Guide for a deeper insight into the market trends driving hiring. 

Why Interim is Often the Best Fit 

For time-limited, resource-intensive programmes, interim hires offer several clear advantages: 

• Speed – Interims are typically available within weeks, not months. They can be deployed quickly to fill immediate gaps or lead urgent phases of delivery. 

• Experience – Many of the best interims have delivered multiple systems implementation and transformation programmes across sectors, bringing hard-won insights and lessons learned. 

• Objectivity– Unlike permanent staff managing BAU alongside project work, interims are fully dedicated to driving the programme forward, free from internal politics or legacy constraints. 

• Scalability – Interims allow you to flex your resourcing model as needs evolve. This is particularly valuable for data migration, UAT or cutover, where short bursts of specialist support are needed. 

At Boston Hale, we have a strong bench of interim professionals across programme leadership, finance, data, change and systems. But we also advise organisations on how to structure their wider teams, whether by identifying secondment opportunities, onboarding internal champions or blending internal knowledge with external capacity. 

For leaders running transformation programmes, speed and quality of hire are crucial. But not all interims are created equal. 

What to look for: 

• Hands-on delivery experience with specific systems  

• Cross-sector understanding, especially in required specialist industries or functions 

• Strong stakeholder management and the ability to influence at CFO/COO level 

• A track record of driving change, not just maintaining the status quo 

• Availability and flexibility, particularly for multi-phase programmes 

Delivering Talent for Every Phase of Implementation 

Boston Hale stands apart because we understand both sides of your programme: the financial rigor required by your CFO and the delivery agility expected by your COO. 

We specialise in recruiting mid-to-senior level professionals across Change & Transformation, including systems implementation and programme delivery. This includes sector-specific roles across commercial, private, public and not-for-profit organisations 

Our team provides access to: 

• Proven Programme Managers with private, commercial, public and non-profit sector experience 

• Interim Finance SMEs with a background in finance systems implementations  

• Transformation leaders with a track record of rolling out finance, legal, ERP, CRM and similar systems 

• Change & Readiness experts who can deliver training, engagement and communications strategies 

We can build complete project teams that work across functions, deliver to plan, and leave lasting value. 

Contact us today to build your transformation team and ensure your implementation delivers on time, on budget and with real business buy-in.  

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