DESIGN, BUILD, RUN, TRANSFORM.
Hi, I’m Andy and I help to design, build, run, and transform enterprise IT organisations and systems.
I support companies to understand and simplify their processes, connecting the dots between functions, and digitalising these processes through the smart use of technology so that employees are more fulfilled and customers are more excited.
I have 15+ years of experience designing and delivering enterprise scale transformation programmes covering ERP implementation, IT outsourcing, Global Business Services, and M&A acquisitions and divestments.
Why?
I believe that technology can be a a real catalyst for employee engagement, customer satisfaction, and improved business performance.
I do this by helping businesses make the right technology investments and re-engineering your business processes to work with and take advantage of that technology.
The right technlogy choices
Re-engineered processes
Empowered and engaged employees
Excited and happy customers
Improved business performance
What?
I join the dots on scaled technology transformations, connecting technology with business processes and people.
I understand the lifecycle of technology enabled transformation from business strategy, programme design, process re-engineering, technology architecture, sourcing and negotiation to delivery and transition into run.
I understand and have delivered in both the strategic and implementation spaces. Having this knowledge means that I can design solutions which can deliver practical real world outcomes.
Process re-engineering
Technology architecture
Commercial management
Programme design and build
Delivery of change
How?
Many companies still work the same way today as they did when they had paper treating IT as a digital filing cabinet. This means that they are not seeing the full benefit of investments in technology.
Companies can get so much more value from technology today than simply digitising paper processes.
What does this look like and where do you start?
Replacing the digital filing cabinets
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Why do you do what you do - what is your vision and mission?
What will you do - what are the products and services that you will offer?
How will you deliver - how do you organise the business to deliver these products or services? Are you aligning around end-to-end product ownership, functions, or geographies?
Where will you do it - what countries will you operated in, what factories or offices do you need to deliver the products?
Who will do it - will you have all the capabilities you need internally or will you work with partners and suppliers, and if so what is this relationship?
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Understand the end-to-end business processes that you need to deliver the products and services that you produce.
Simplify these and standardise across your organisation to make it easier to collaborate and maintain them over time.
Design the processes based on leveraging the power of technology. People, process, technology is not to be treated as a priority sequence but rather factors to consider.
Technology is not just an enabler, in many cases it is the process and should be considered alongside process simplification and re-engineering.
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The business operating model and end-to-end processes define the capabilities that are required to run the business.
Design the technology architecture to get the right balance between functionality, maintainability, and cost.
Without a clear technology strategy defining the core systems and platforms that the business will run on you will be unlikely to achieve the employee, customer, or performance benefits.
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Codify and digitalise your processes using the agreed technology architecture.
If you have defined the right architecture you should be minimising human intervention and leveraging the technology to carry out as much of the process as possible, freeing up your people to do those tasks that really add value to your business.
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As you codify your processes turn them into services that can be consumed by employees and customers alike to get things done.
A process is only about meeting a need. How do you know that need exists? You turn your process into a service.
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As you codify your processes in the technology and start turning them into services, use workflow to keep processes moving and give you a way to see and measure progress.
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Automate everything using a combination of attended automation to support your employees and unattended automation to remove basic transactional work completely.
Using automation is as much about improving quality as it is speed.
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Once you have codified your processes and established services and workflows you will be able to measure performance and see what is and isn’t working.
This gives you a valuable source of data to drive real and meaningful improvement.
When processes are manual, even if they are using applications, it can be difficult to truly see what is happening. Using workflows and automation can give you insight into where issues are occurring.
Where?
I have spent my career working with industrial products engineering and manufacturing businesses in highly regulated environments including:
Aerospace
Defence
Marine equipment
Industrials
Power & utilities
Within these organisations I have experienced the end-to-end process from design, through manufacturing and assembly, to aftermarket services.
The businesses I have worked with include:
Rolls-Royce - global power systems engineering and manufacturing company.
BAE Systems - a technology led, global defence, aerospace, and security solutions company.
AstraZeneca - global pharmaceutical company.
Maersk - global integrated logistics provider.
SHV - family owned company comprising energy distribution, industrial products, engineering services, and agricultural services.
SSE - a leading generator of renewable electricity and one of the largest electricity network companies in the UK.
Deloitte - a global management consultancy supporting the biggest private and public sector organisations with business and technology change.