EY-Intelligent-Client-strategic-sponsorship

Roadmap
to success
The implementation of Intelligent Clienting capability
is a business change challenge that runs alongside the
main programme, and therefore a complicated journey
which needs to address both hearts and minds for those
involved. It is further complicated by the shifting sands of
the main programme which by definition is not a steady
state environment.
This is particularly the case in the early stages
of the programme lifecycle which often has
a heavy burden of external scrutiny and governance,
leaving little bandwidth for affecting successful change
within the client organisation. The following pages set out
the key elements which must be addressed to ensure a
successful journey to become an Intelligent Client.
Mobilisation phase
1. Have a high-level plan
It is important to have a clear plan for the Intelligent Client programme, setting out high-level timelines, activities and deliverables for the main
phases of the journey. In the diagram below, the timelines are shown in months which would be typical, however this will depend on the nature
of the programme and the relative maturity of the client and delivery organisations which in turn dictates how much work needs to be done.
A structured approach such as this allows great ideas to be captured, assessed and embedded early on in the journey, particularly around
the use of technology and innovation. For example, an Intelligent Client must control or specify its data and management information needs,
to ensure it is aligned to and informs key client decisions.
Figure 6: Typical high level plan showing key phases in Intelligent Client journey.
Mobilise Assess
Design Implement
Month 1 Month 2 Month 3 Month 4 onwards
►►
Assign roles
►►
Immediate
support on key
projects and
workstreams
►►
Develop highlevel
work plan
►►
Establish
engagement
governance
►►
Stakeholder
introductions
Technical
►►
Identify and understand, establish ‘as-is’
situation
► ► ‘To-be’ requirements of Review Points, iUK,
long term programme and stakeholders
Transformation
►►
Hearts and minds — people focus
►►
Readiness and impact assessment
►►
Establish forces and barriers to change
in the organisation
►►
Assign roles
►►
Immediate support on key
projects and workstreams
►►
Develop detailed work-plan
for delivery
►►
Establish engagement
governance
►►
Stakeholder consultation on
proposals
►►
Agree resources and
timelines for outputs and
outcomes
►►
Adopt business change practices
►►
Maintain day to day support
►►
Deploy and track initiatives
►►
Deploy knowledge transfer and
capability building
►►
Manage business change
practices
►►
Manage stakeholders
►►
Measure realisation of benefits
and outcomes
►►
Manage risks and issues
Leadership and team behaviours
Sustain
Stakeholder engagement and communications (internal and external)
Knowledge transfer and capability building
9 Intelligent Client Refining the sponsorship model for complex programme delivery