Leading the solution for a complex SAP transformation proposal.

The challenge

The proposed ERP implementation had to take into account operations in multiple countries, with very different products (gas turbines to nuclear reactors) and businesses. Using my experience of Rolls-Royce to understand that complexity was central to the proposal, and had been a significant difficulty in previous attempts by the client when attempting similar ERP upgrades.

My role

I was the solution lead. I brought the different parts of the proposal, business case and implementation plan into a single coherent proposition, coordinating 80 subject-matter experts across the UK, USA and Germany.

What I did

• Brought together the technical design and design authority approach, so the proposition explained both the solution and how design decisions would be managed.
• Integrated the implementation approach across countries, products and businesses, alongside business change and programme management.
• Joined the delivery plan to the commercial model: the number of people required, different member-firm rate cards and the margins associated with them.
• Kept the technical, delivery and commercial elements connected through a multi-round client selection process which operated at pace.

What changed

• We developed a coherent technical, business change, and commercial proposal in 3 months from nothing which landed very well with senior client leadership.
• We built strong working relationships with senior stakeholders at the client to better understand their business, the challenges that they faced, and test out options to improve.
• We built strong working relationships with practitioners across Deloitte in the UK, USA, and Germany as we pulled our collective experience together for this proposal.