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Strategic Retail Business Transformation
The Challenge

Pioneer represents a significant investment (c.£160m) for the client and is a strategic business transformation programme aimed at optimising product and stock management through the delivery of high quality data and efficient processes enabled by leading technologies.

Pioneer delivery also underpins improvements in the speed to launch of products.

The programme combines Stibo’s STEP product information management system with Oracle’s Retail Merchandising System (RMS) and Retail Price Management (RPM) modules and integrates with the client’s existing technology estate.

In order to strengthen the delivery capability of the programme, we were asked to take full management responsibility for the Pioneer Programme.

The Solution

We provided senior level leadership of the programme and also established and operated a Programme Management Office.

As well as this, we instigated a review of benefits and underpinning business capabilities to be delivered by the programme and then supported the client through the internal approval process for the restated business case for the programme.

Carrying out an initial review of the programme and establishing the minimal viable build for the programme was essential for success. This was necessary to restore stakeholder confidence in both the technical and business designs and the solution quality.

Working collaboratively with the business, we redefined the IT delivery model and reset the commercial arrangements with the incumbent systems integrator, re-incentivising them to deliver.

We stabilised programme delivery and established a realistic, achievable and optimised plan.

Additionally, we implemented and embedded the PMO team who were responsible for operating the governance structure and maintaining controls including plans, risks, issues, assumptions, dependencies, resourcing, costs and benefits, scope and associated reporting.

Client Benefits:

Following the above procedure, we are proud to say that we successfully:

  • Created a sound foundation for success introducing a level of stability to the programme that would enable a sudden and major change in performance;
  • Restructured the programme delivery framework and reset the planning baseline to present stakeholders with a coherent vision supported by a clear programme scope, solution design and delivery approach underwritten by all stakeholders; and
  • Actively promoted benefits realisation as the priority metric for measuring programme success which enabled the transition to a business focused delivery organisation.

P2 Consulting introduced a measurable step change in performance across the programme and created the conditions to manage the successful delivery of the build phase ahead of schedule. The programme as a whole is now back on track to realise the anticipated business benefits by delivering the first major release of a world-class ERP system to buying offices and merchandisers.

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