Omni-channel retailer

How we partnered with an omni-channel retailer to build a team and support a major digital transformation programme over five years.

Change and transformation programmes are significant investments in a business’s future.

They can be long, complex and costly. To be successful, they require a host of experienced specialists to plan, run and implement them if the objectives are to be met on time and on budget.

We partner with clients who are embarking on a transformation journey, supporting them end-to-end throughout the programme lifecycle, from scoping and design to handover and beyond, with the talent they need to deliver.

With years of experience working on programmes of all sizes, we have a network of proven contractors across the full spectrum of seniority and skills who we can draw upon.

This case study outlines how we’ve supported one of our clients with a flagship digital transformation project over the past five years.

Background: Moving from disparate systems to an integrated solution

Our client recognised a need to update and bring together several outdated legacy systems across several key functions of the business through a major digital transformation programme.

The core objective was to implement a new, integrated enterprise resource planning (ERP), customer relationship management (CRM), website and retail ecosystem that would provide the business with a holistic view of customer data, reduce costs, improve efficiency and profitability. The overall impact of this would enhance the customer experience through all channels but also allow the business to utilise the data to improve strategy around their products and marketing.

To achieve these objectives operationally, the business wanted to deliver a modern digital omnichannel strategy on a Dynamics 365 (D365) platform, consolidating systems and processes into one solution.

And to do that, it needed to build a robust programme team with the ability to deliver the technology and take the leadership team, key stakeholders and wider business users on the transformation journey.

Boston Hale was selected as the sole resource partner following a competitive tender process. Why were we chosen?

We were selected for our proven track record, extensive talent network, and flexible delivery model, including previous experience in delivering ERP transformation projects. Additionally, it was our team and approach that stood out—our values, expertise, and commitment to achieving results. The project would be coordinated by our Head of Data & Technology David Pynor, a highly experienced and dedicated recruiter in this field, another key factor in the decision to use Boston Hale.

Our approach: A partnership based on a strong understanding of the brief

No two change & transformation projects are exactly the same.

Each programme has unique elements – the existing technical architecture, team structure, personalities and skills of their key stakeholders and programme sponsors, different business challenges, goals and objectives.

But the process for any transformation programme, and plan to resource it, can be broken down broadly along the lines of the process we followed in this instance.

We first met with the CIO and senior members of the team in 2019 to learn more about the business’s goals. Since then, we have developed a close working relationship with them, to the extent that we are now viewed as an extension of their internal hiring team.

This is the process that we followed:

1) Discovery meetings

Initial conversations with key people, including the CIO, senior technology team and stakeholders from other departments, to understand the ‘as-is’ situation and the desired ‘to-be’ state. We wanted to understand as much about the business strategy, technology, business structure, core functions, customers and future plans as possible. We needed to know how the programme was going to help the business achieve its strategic objectives.

2) Team skills analysis

The next stage was to assess the current capabilities within the business. What skills and experience sat within the in-house team, how did external suppliers and contractors add specialist knowledge and expertise, how deep was the technical knowledge of other members of the senior leadership team.

3) Programme resource planning

Once we had a full understanding of the brief, we worked with the CIO to put together a resource plan to build the core programme team. This phase involved working through different options for the structure and initial roles required. Outputs included a plan, timeline and budget for the first 12 months and a detailed specification for the first critical hire of Programme Director.

4) Delivery of the Programme Director

It was crucial to get the right person for this role, as they would go on to lead the programme in its entirety. The Programme Director needed to be someone who could run the technical side as well as having exceptional communication and influencing skills to lead a major change programme impacting all facets of the business.
In two weeks, we had delivered a consultant we’d worked with previously who was experienced in running transformation programmes for clients in a similar industry, an expert in D365, highly organised and a proficient communicator.

5) Delivery of the resources plan

Now that the Programme Director was on board, the next step was to build out the rest of the team as a partnership. We worked to a plan and budget, but these were agile and could be flexed according to changing requirements. For example, we were able to find a particular Business Analyst with very strong UAT skill sets, enabling the team to spend less than budgeted in the testing phase.

Recruitment happened in two phases to support different stages of the programme – firstly, to implement D365 Finance & Operations and Customer Engagement modules followed by integrated customer facing systems. Roles hired included:

• Programme Director
• Project Managers
• Change Managers
• Business Analysts
• Architects
• Infrastructure roles
• Data migration specialists
• Test Leads
• Training Consultants
• Application Support

6) Programme sign-off and future plans

We supported the programme with hiring throughout its five-year duration. On completion, we conducted a final debrief to gather feedback and key learnings to feed into future projects. We continue to talk regularly with the CIO and support them with additional hiring for the new environment when required

Why it worked: Clear communication and mutual respect

The most important aspect of any change and transformation programme is to set the foundations of the project up well at the start. We invested a significant amount of time at the beginning of the project, before job specifications were even mentioned, to ensure we had the best understanding of what was required possible.

Throughout the delivery phase, it was very much a partnership with Boston Hale acting as an extension of the internal team. As such, we were in constant contact with the CIO, Programme Director and other line managers. It was a relationship that was open and transparent, with data shared and learnings worked back into the plan.

We would have a conversation for each role around the deliverables before identifying the ‘must-haves’ and the ‘nice to haves’. David asked the right questions, sometimes challenged our thinking, and provided insight into what was achievable within the budget, what we may have to sacrifice or how we could structure things differently. CIO

The client decided not to put in place formal monthly meetings on this occasion, but we have worked with clients who prefer to schedule progress meetings on a regular basis with full reporting –– get in touch if you’d like more information.

We always act in the best interests of our clients and contractors, even when it means having tough conversations about salaries and budgets or contractor expectations around hybrid working. This client valued our straightforward, honest assessment of the candidate market and trusted our advice and guidance as we worked to find the best solution.

It’s not often that you work with a recruitment partner who listens properly, takes time to understand and offers up creative solutions. There’s a balance between filling a job spec and getting under the skin of the people involved, having the confidence that they are going to share the same appetite to get things done, care as much. David was able to find people who fit seamlessly into the programme. CIO

The results: A positive impact on the bottom line

Working to a clear Statement of Works, Boston Have introduced almost forty digital and change specialists into the team, predominantly contractors with a handful of permanent hires. We managed compliance and payroll, taking ownership and responsibility for a large part of administration.

The programme successfully reached its conclusion, with positive feedback on the quality of work delivered by our consultants over the five years.

The business has been extremely satisfied with the work undertaken on our Dynamics 365 programme by Boston Hale’s consultants. They have performed well at all phases and levels, with regularly renewed and extended contracts. I have spoken to many of the line managers who have been impressed with the professionalism and ease of communication, making an often-stressful process seamless. Internal HR Team Manager

Early feedback suggests that huge progress has been made towards the business’s strategic objectives as a result of the programme.

This was a major transformation for the business and, like all change programmes, it had its challenges. We are starting to see results now and believe that our move to D365 will play a major part in improving our profits over the next five years. CIO

If you would like to find out how we can support with skilled consultants to deliver a digital transformation project, contact David Pynor for an initial consultation.

‹ Back