Case study: Setting a realistic path for change at a residential and home care organisation
The challenge
After years of limited investment, many business-critical systems needed replacing to improve operations and support growth. Budget was available—but not enough to do everything at once. Leaders also questioned whether the operating model and governance could support multiple change projects in parallel.
Our approach
Listen first: Interviews with senior stakeholders and frontline staff to surface priorities, pain points and planned initiatives.
Check readiness to deliver: Review of the operating model, roles and governance against the scale of change.
Create a plan everyone can back: A fully costed five-year roadmap with clear sequencing and trade-offs.
Strengthen delivery foundations: New roles to support the programme, a pragmatic procurement framework, and programme governance with transparent prioritisation.
Support decision-making: Materials and coaching for the Executive team to secure board approval for phase one.
Results
Clear priorities and alignment: Executive buy-in on what to do first and why.
Board confidence: Approval to proceed using a five-year, costed transformation roadmap.
Operating model to deliver: Programme governance in place with effective prioritisation and oversight.
Faster, smarter buying: A flexible procurement approach tailored to selecting and implementing new technology.
Capability uplift: Key staff upskilled to lead and sustain the change.
What we delivered
Five-year, costed transformation roadmap
Prioritisation model and programme governance framework
Role definitions to support delivery
Procurement approach suited to the charity’s context
Executive and board engagement materials and support