Carry out the plan, and show what it delivers

01When it’s the right start

When a plan exists and needs carrying out

• 01A signed deal and a 100-day agenda to deliver
• 02A carve-out that must leave the seller’s systems and service agreements on time
• 03An add-on whose systems, vendors and teams need bringing together
• 04Synergies in the deal case that nobody yet owns
• 05A Reset or diligence plan that management wants help to run
• 06Programmes in flight whose value nobody tracks

02What we take on

Four kinds of work

We take on the parts of the plan where technology carries the value, alongside the people who run the business.

01First 100 days

The priority actions mobilised, owners and decision points set, and value tracked from Day 1.

02Carve-outs

The separation planned and run: systems, data, contracts and transitional service agreements, with the exit dates held.

03Add-on integration

Which systems stay, which contracts end and when, and an integration run against the synergies in the deal case, net of what it costs.

04Hold-period programmes

The programmes behind the value plan kept on course, and those that no longer carry value stopped or reshaped.

03What you receive

What the work leaves behind

We answer for the work we take on and for the evidence behind each figure. Management keeps ownership of the outcomes.

1. 01

   Mobilisation plan

   Actions, owners, dates and decision points for the first 100 days.

2. 02

   Integration or separation plan

   The sequence for systems, data, contracts and people, with the cost of each step.

3. 03

   Value tracker

   Every initiative with its owner and ledger state, from identified to verified.

4. 04

   Governance rhythm

   A steering cadence for management and the board, with risks and decisions raised early.

5. 05

   Progress readouts

   Regular reports, with forecast and verified value shown apart.

04How it runs

Through the first 100 days and beyond

1. Day 1

   Mobilise

   Owners named, the plan confirmed with management, and tracking in place.

2. First 30 days

   Decide

   The decisions that cannot wait: contract notices, duplicated spend and the systems that stay.

3. Days 30–100

   Deliver

   The priority programmes run, and each item moves through its ledger states.

4. Through the hold

   Sustain

   The work handed to your team, or the ledger kept with Continuous Value Management.

The plan sets the shape. A carve-out or an add-on runs to its own dates.

05What it isn’t

Clear about the limits

• Not outsourcing

  We set up delivery where it is needed, and work with your incumbent IT partners and specialist vendors.

• Not a systems integrator

  We work with your incumbent IT partners and specialist vendors, not instead of them.

• Not a guarantee

  We promise no result. Management owns the outcomes, and we support the people who deliver them.

• Not value until verified

  A forecast stays a forecast until it is implemented and verified in the ledger.

06What happens next

When the plan is delivered

1. Your team carries on

   The tracker and the governance rhythm are built for management to keep running.

2. Keep the ledger

   We keep the value ledger up to date through the hold, as a recurring service.

   Continuous Value Management →

3. Start with a Reset

   If there is no plan yet, a Reset builds one first, at a fixed fee.

   Technology Value Reset →