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5 steps to ERP implementation

An Enterprise Resource Planning (ERP) project is when you integrate all your company’s core processes into a single system—finance, HR, manufacturing, supply chain, services, procurement, whatever else you need to run your business, back-end and front.

ERP can transform your company. When it’s done right, a new ERP system will deliver savings, service improvements, better compliance, and provide a sound platform for digital expansion and future growth.

But ERP projects are large and expensive undertakings. They are a major exercise for the entire organization and will consume the attention of all key staff and leaders for months. So before you start your ERP journey, have a look at our 5 steps to implementing an ERP.


You may also be interested in our blog post Do You Actually Need an ERP Project?


1. Have clear and specific business objectives.

Many ERP projects derail because the company never worked out the key priorities. When the inevitable glitches arrive, they don’t know where to compromise. So, your very first step must be an honest boardroom discussion about business objectives.

What are the outcomes that you’re looking for? Some examples:

• Redeploy four FTEs by avoiding any rekeying between the ERP and website
• Eliminate orders from customers on credit stop by eliminating the lag between finance and order processing
• Integrate with a new customer’s ordering systems within about two weeks of contract signing

Of course, your own needs will likely differ. Just notice that the objectives above are (a) measurable and (b) can be readily assigned a monetary value.
An ERP project typically has twenty or more such key objectives, and it’s crucial that the board have consensus on each of them. Because then there will be far less room for argument when the road gets bumpy. And later you’ll be able to point back to your requirements document and show that it was all there in black and white from the start, avoiding disputes internally and with suppliers.

2. Assign clear ownership of the project.

Too often ERP projects are run by a gaggle of people with vague roles. Instead, the CEO must absolutely appoint someone with the necessary technical know-how, business experience, people skills, and leadership qualities to run a complex project. (We would, of course, suggest one of our fractional IT leaders join your team.)

The CEO and this leader must then be clear on who is accountable for which aspects of the project. These people must have the space to do their jobs—avoid interrupting them with day-to-day issues so they can genuinely focus on the ERP project.

This can be uncomfortable for mid-market companies with ingrained ways of working. But a combination of flexibility and accountability is critical to success—plus you can see it as opportunity to develop people for the long-term.

To continue reading, download the article above.

Visit our ERP and Integration Issues Knowledge Centre, which includes all content related to this topic.

Freeman Clarke is the UK’s largest and most experienced team of part-time (we call it ‘fractional’) IT directors, CIOs and CTOs. We work exclusively with SME and mid-market organisations, and we frequently help our clients use IT to beat their competition. Contact Us and we’ll be in touch for an informal conversation.

Do you actually need an ERP project?

An Enterprise Resource Planning (ERP) project is when you integrate all your company’s core processes into a single system—finance, HR, manufacturing, supply chain, services, procurement, whatever else you need to run your business, back-end and front.

ERP can be a launching pad for transformative growth. When it’s done right, customers are happier, employees are freed from menial tasks, and all the separate parts of your business have access to the same information in real-time. ERP becomes a launching-pad to transformative growth.

When ERP is done wrong, it gets very expensive, not to mention causing more of the stress and frustration you were hoping to squelch by implementing the project.

So before you start pouring precious time and resources into a complicated project, ask yourself if it’s even necessary. If any of the following issues keep popping up, it’s time to get started.

Your existing solution has serious support problems.

Are you having frequent disputes with your suppliers? Are existing products no longer supported? Multiple suppliers and support problems are a strong indication you need ERP.

You’re driven to distraction by rekeying, data issues, and workarounds.

Every business has its workarounds, yet yours have become a serious problem. You’re wasting money on staff who merely help you get through the day, rather than serve your customers.

Back-office systems are hindering your marketing plans.

You and your CMO have some great new ideas, but back-office solutions have become the barrier to progress.

To continue reading, download the article above.

Visit our ERP and Integration Issues Knowledge Centre, which includes all content related to this topic.

Freeman Clarke is the UK’s largest and most experienced team of part-time (we call it ‘fractional’) IT directors, CIOs and CTOs. We work exclusively with SME and mid-market organisations, and we frequently help our clients use IT to beat their competition. Contact Us and we’ll be in touch for an informal conversation.

Top 4 benefits of hiring a digital strategy consultant

Many companies wonder what are the benefits of using a digital strategy consultant, a role often fulfilled by an experienced CIO or CTO. We see 4 specific areas where digital strategy consultants bring advantages over internal staff or other experts.

Broader experience

Digital strategy consultants will typically be working with a wider range of businesses, in both your sector and in adjacent sectors.

For most companies, strategic reviews are relatively rare, whereas for consultants this is bread and butter and they are able to bring a wide range of recent experiences to bear.

It’s important to have experiences from the same sector, but we would also point to extremely valuable experiences from adjacent or entirely different sectors. For example, B2C e-commerce has seen major innovations in recent years that have shifted people’s expectations and these are now being reflected in changes in B2B e-commerce.

Methodology

Corralling a management team through a strategic review process can be a difficult challenge in itself.

Part of the challenge is to present a simple, sensible and appropriate methodology that the leadership is confident with. Digital strategy consultants are able to refer to a range of methodologies and established practices that they have used many times and are able to confidently follow.

The consultant’s confidence in the methodology can create momentum and enthusiasm that is transformational in itself.

Impartial

Impartiality has a number of different aspects. Of course, it includes being distant from the internal politics and the competing objectives of different leaders within the organisation. It also means not being tied to particular solution vendors and other external teams.

The best digital strategy consultants are able to work through internal battles and to recommend what is right for the organisation rather than receiving commissions or other incentives to sell particular products.

Access to wider network / other outside experts

Digital strategy consultants are often able to access other networks of experts and advisors. These include specific functional experts as well as companies who can implement their recommendations.

This is obviously useful in itself but also means that they can check the achievability of their recommendations during their consultancy intervention. They can, for example, create a vision to match a budget rather than working in a vacuum, and they can ensure that further partners are lined up to deliver the vision rather than just creating a “white elephant”.

Freeman Clarke often leads digital strategy creation and acts as a consultancy. We have unparalleled experience of devising, leading and implementing digital transformations for mid-market businesses. We bring broader experience, methodologies, impartiality and access to a wider network.

For more non-technical advice, visit our Technology Roadmap for Growth Knowledge Centre, which includes all content related to this topic.

Why Freeman Clarke?

Freeman Clarke is the UK’s largest and most experienced team of part-time (we call it ‘fractional’) IT directors, CIOs and CTOs. We work exclusively with SME and mid-market organisations, and we frequently help our clients use IT to beat their competition. Contact Us and we’ll be in touch for an informal conversation.

How much does a Fractional CIO cost?

Why should your business have a Fractional CIO?

The Chief Information Officer (CIO) is a crucial role in a business, with the ultimate responsibility for all of its IT and technology. Because CIOs tend to have decades of expertise, they command high salaries.

Your business should have a CIO because the right CIO will align your IT strategy to support your business strategy and goals. They will look beyond the day-to-day to ensure that IT not only keeps the business running smoothly but that it also drives growth. A CIO will also smooth out integration issues and take ownership of transformational projects like an ERP and cyber-security.

How can a Fractional CIO help reduce business costs?

Many mid-market businesses need a CIO, but they may not have the resources or the need for someone full-time. This is where a fractional CIO comes in: ‘fractional’ simply means part-time, because they work for have a portfolio of other companies as well. A fractional CIO is still a Board member, making high-level decisions in the best interests of your company — streamlining and improving IT processes to keep costs down, managing teams and suppliers, negotiating with suppliers when necessary. But as the fractional CIO only spends a portion of their time with your business, salary and benefit expenses are reduced. A fractional CIO, therefore, allows your business to have financial flexibility, to keep overheads reasonable and to spend in other areas that need addressing.

Cost of a Fractional CIO

Full-time CIOs are expensive – according to recent surveys, up to £250,000 per year in salary alone. Of course, the experience of the CIO and where they work will affect the salary, but a full-time CIO will never come cheap. A fractional CIO, however, can be a great option because it costs a fraction of the full salary, whilst providing the services your business needs to grow. To get an idea of how much a fractional CIO may cost your company, contact us at Freeman Clarke.

 ‘We were looking to tap into the experience of a successful IT leader who is as comfortable having a discussion on business strategy as they are discussing IT operations, innovation and digital disruption. Freeman Clarke provided us with the perfect individual to be our CIO. He quickly connected with our high-energy culture and international footprint and helped to get colleagues excited about the possibilities of change.’ Nicola Stott, Global Managing Director, Exigent.

For more non-technical advice, visit our Technology Roadmap for Growth Knowledge Centre, which includes all content related to this topic.

Why Freeman Clarke?

Freeman Clarke is the UK’s largest and most experienced team of part-time (we call it ‘fractional’) IT directors, CIOs and CTOs. We work exclusively with SME and mid-market organisations, and we frequently help our clients use IT to beat their competition. Contact Us and we’ll be in touch for an informal conversation.

What does a Fractional CIO do?

CIO stands for ‘Chief Information Officer.’ It’s a Board-level position responsible for technology, staff, and suppliers. CIOs also oversee systems, processes, and data reporting. The term ‘fractional’ in ‘fractional CIO’ simply means ‘part-time’ (ie they work for a portfolio of 2 or 3 other companies)

Nevertheless, a fractional CIO has a transformational role. In addition to technology delivery, they focus on:

Why should your business have a Fractional CIO?

CIOs command high salaries due to their decades of expertise in IT and technology. A fractional CIO means that your business gets the support and innovation it needs at a competitive, sustainable price. In addition, they bring in external skills, experiences and different perspectives that internal staff rarely see.

Freeman Clarke CIOs align IT solutions to business objectives, ensuring focus and cooperation across teams and departments. In addition, our CIOs are expert strategic thinkers, guiding your business through all the necessary changes to meet well-defined commercial goals.

Due to our stringent standards, only 1% of our initial candidates become part of our team. So you can be confident that your fractional CIO has the highest technical and commercial expertise, adding benefit to your business from Day One.

What does a Fractional CIO do and how can they help your business?

Fractional CIOs ensure that the IT and technology of your business support your goals. They ensure that systems are well-integrated and that processes are efficient. Fractional CIOs take ownership of the day-to-day IT and technology, including risk management and cyber security.

Fractional CIOs will also drive transformational projects, such as automation or a new ERP system, or a complete digital transformation.

The overall goal is to create an IT and technology environment that is flexible and adaptable and provides a platform for growth. A fractional CIO will also lead teams through the inevitable business challenges and strategic obstacles — our CIOs have guided businesses through extremely challenging transformational events like COVID-19 and Brexit.

Fractional CIOs are accountable for technology, teams and suppliers

Fractional CIOs have a crucial role in a business in that they have ownership of virtually every aspect of its IT and technology, including hardware and software and how staff uses the technology. They supervise the technology-related teams, taking responsibility for day-to-day operations as well as the delivery of longer-term projects.

An important part of the fractional CIO’s role is that they are accountable for suppliers. They foster sound, productive long-term relationships and ensure that all contracts and deliverables make sense for the business and will renegotiate or replace suppliers when necessary.

Fractional CIOs drive integration, automation and transformational projects including ERP and online

A fractional CIO’s role should be transformational. Their impact should be felt positively throughout the business. The transformation could simply be a matter of making improvements in existing technology, such as improving integration — ensuring that systems communicate with a minimum of problems. Another way to make an impact is through automation: a fractional CIO will see where automation is possible and if it makes sense for the company.

A fractional CIO is responsible for larger transformational projects as well, including an ERP if needed, or when necessary deep changes and upgrades to digital platforms. This will often require changes to process, organisation and culture, and a fractional CIO will take a leading role in these changes.

Fractional CIOs align IT with business strategy

Fractional CIOs are responsible for aligning the IT to the business strategy. This may mean helping to clarify the business goals first before making changes to IT and technology. Once the goals are clear, the CIO’s role is to help the business achieve its commercial goals, so they will make all IT decisions in that light.

Fractional CIOs improve systems and digital usage within a business, transforming profits

A fractional CIO looks to make improvements in how staff uses the systems and indeed all the technology. For example, systems may actually be working well, but employees have never been properly trained in their usage, leading to wasted time and money. A fractional CIO takes a hard look at how staff interacts with technology in order to exploit it to the fullest.

‘Freeman Clarke have made IT a strategic enabler, aligned with our business strategy. Our systems now provide much greater support for our staff, reducing wasted time, costs, and problems. The culture and practices within our IT team have changed radically, and they are now a critical contributor to our success.’ Mike Yiannis, Hydrock’s Chief Financial Officer, Hydrock.

For more non-technical advice, visit our Technology Roadmap for Growth Knowledge Centre, which includes all content related to this topic.

Why Freeman Clarke?

Freeman Clarke is the UK’s largest and most experienced team of part-time (we call it ‘fractional’) IT directors, CIOs and CTOs. We work exclusively with SME and mid-market organisations, and we frequently help our clients use IT to beat their competition. Contact Us and we’ll be in touch for an informal conversation.

The three-step strategy for hybrid working

The pandemic took us all by surprise, but we’ve had our eyes on hybrid working for some time.

In 2018, we wrote a CEO’s Briefing on Working from Home, prompted by the first sustained decline in UK railways’ season-ticket sales in its entire 150-year history. Urbanization and commuting remain established ‘mega trends’ across the world, but there were signs in both the US and UK that office working was on the wane.

Of course, with the pandemic, this gradual trend became a sudden flip. And what a flip: a US survey from late 2020 reported that the jump in remote-working was from 20% to 71%.

For many companies, there was a mass evacuation from the office conducted with little time to plan, and even less time for a strategy. Nevertheless, during the months that followed, people and companies adapted to new ways of working and found ways to cope.

Unlike the rapid flip required by the pandemic, this time there is scope to plan and strategise.

As the pandemic eases, many companies are looking again at office working, home-working and hybrid arrangements. Unlike the rapid flip required by the pandemic, this time there is scope to plan and enact a thought-through strategy.

We propose that your approach should be based on the following steps.

1. Strategise.

Remind your senior leaders of your business objectives and how your business stands out in the market. What makes it special in terms of customers and value? This should drive planning for you and other decision-makers in your organisation.

For example, if your market is highly commoditised, then of course this is an opportunity to look at offshoring further roles to lower costs (or to automate more roles and eliminate some costs altogether).

If your business thrives on creativity, however, we recommend that you bring your people together, because there is no substitute for the spark of brilliant people, in a room, face-to-face.

If you are competing to recruit rare talent, then perhaps home or hybrid working allows you to recruit more easily — to cast the net wider and to offer a better package than your competitors.

If you emphasise great service, then think about what your customers want, rather than what you want.

2. Segment.

Your plans for home, office or hybrid working should be rooted in the role profiles within your company. Not all office jobs have the same profile and needs; what makes sense for a credit control clerk may not make sense for a product designer.

Consider your roles in terms of:

Your adoption of home, office or hybrid working should be based on the needs of the role rather than the department or seniority.

3. Optimise.

It’s easy to do hybrid working badly. Meetings where half the team are in the office and half are remote can easily leave the remote workers feeling excluded. Getting the best from all your people requires more deliberate communications and inclusion; even more clarity on roles, processes, and controls; and investment in technology that supports hybrid working patterns.

In particular:

 

Need help with your hybrid working strategy? Get in touch.

One of our colleagues remarked that the pandemic was the first time that communication with his offshore providers had worked properly, because they were equals in video meetings rather than side-lined. This anecdote shows how easily we can get it wrong and lose so much of what people have to offer.

But when done right, hybrid working offers the opportunity to attract the best, to lower costs, and to reduce the impact on the environment. We have a unique opportunity right now to improve service to our customers and increase productivity and job satisfaction. Let’s make the most of it.

Visit our Hybrid Working & Post-Pandemic Knowledge Centre which includes all content related to this topic.

Freeman Clarke is the largest and most experienced team of part-time, or fractional, IT leaders. We work exclusively with organizations looking to use IT to grow their business. For an informal conversation, contact us and we’ll be in touch.

What is an IT Director’s salary?

An IT Director supervises technology, teams and suppliers. They focus on delivery of IT services to support and improve a company.

What is the salary for IT directors in the UK?

Surveys by recruitment companies indicate an IT Director salary can be up to £150,000 per year. The salary of an IT Director will vary by the experience of the candidate, but where they work also matters. IT Director salaries in the London area tend to be the highest, but CTOs can certainly earn high salaries in other cities across the UK.

With all these factors – experience, geography, the quality of the candidate and the needs of the business – it can be complicated to assess an IT Director’s salary.

How to determine an IT Director’s salary?

When we are selecting IT Directors, we look at the following indicators to benchmark their experience and value which helps in determining their salary:

1. Does the IT Director understand the business well, as opposed to just the technology? Do they have strong connections with other business leaders? When they introduce changes to a company, does it drive improvements across a range of areas and activities? Similarly, do they focus on improving key business activities that drive business performance – not just activities more narrowly related to IT or technology?

2. Do they introduce best practice or simply good practice? For example, do they stay informed about the most recent cybersecurity tactics and products? Are they knowledgeable and experienced in modern automation tools to remove repetitive business administration tasks?

3. Do they have excellent team leadership and management skills? Can they grow a high-performing, loyal, and cost-effective internal team? Similarly do they effectively negotiate price, contract and service management arrangements with suppliers?

Ultimately, the position of IT Director is extremely important and can have a huge impact on a business. The IT Director’s salary needs to reflect that. (For more information about the role itself, see our explanation here.)

If you have questions about the role of the IT Director and their salary, we can help. We interview, screen, select and develop more Board-level IT leaders than any other organisation. We’re always happy to discuss the recruitment process or any other IT challenges or opportunities.

Why Freeman Clarke?

Freeman Clarke is the largest and most experienced team of part-time (we call it ‘fractional’) CIOs, CTOs and IT directors. We work exclusively with ambitious mid-market organizations, and we frequently help our clients to use technology to beat their competition.

To find out more about how we could add value to your business, Contact Us and we’ll be in touch for an informal conversation.

What is ‘CTO as a service’?

‘CTO as a service’ means getting valuable advice from a Chief Technology Officer (CTO) as you need it without having to bear ongoing costs. We live in an era where everything is available as a service; ‘CTO as a service’ is an extension of this idea.

The benefits of ‘CTO as a service’

A CTO can deliver transformational benefits to a mid-market business by bringing expertise and traction to systems and digital projects. An effective CTO can streamline business processes, improve customer service, and increase value. They drive online projects, custom software and app development.

However, good CTOs are highly sought after and thus command high salaries and benefits. So having a CTO as part of the senior team is potentially unaffordable for many mid-market businesses.

And even where budgets allow, it is a risky hiring decision which is very difficult to get right.

The solution is retaining a CTO as a service on a contract rather than full-time.

Issues with ‘CTO as a service’

Of course, a CTO is a senior leader, and not all the benefits of a senior leader can be delivered as a series of well-defined tasks, or questions and answers, or opinions delivered from a distance.

Difficult issues are often ambiguous, and there are seldom simple solutions. Put bluntly, if you can fix a problem with a phone call, it’s not something that requires a high-quality CTO.

To achieve real, market-leading success, you need a clear vision, strong leadership, and expert judgements. There must be communication and action over an extended period.

Technology alone rarely delivers value. The greatest challenge is to make organisations and business work together with IT. It isn’t practical to expect a remote, disconnected ‘service CTO’ to deliver this value.

‘CTO as a service’ compared to a fractional CTO

A fractional CTO joins the senior leadership of a company on a part-time basis. This is a cost-effective approach and provides genuine and effective technology leadership. The fractional CTO is a part of the senior team, with ongoing involvement in technology initiatives and decision-making.

The best CTOs bring a cogent commercial and technical vision for how IT can deliver value to a business, and they bring innovation into the heart of the senior team. This cannot be achieved by someone working in a ‘taskified,’ on-demand manner.

On the other hand, a fractional CTO shapes and influences a company without adding the overhead of a full-timer. A fractional CTO can have a huge impact on the growth of a mid-market firm without undercutting the bottom line.

Visit our Chief Technology Officers (CTOs) Knowledge Centre which includes all content related to this topic.

To find out more about how we could add value to your business, Contact Us and we’ll be in touch for an informal conversation.

What is the meaning of ‘CIO’?

First, there is a simpler question: What does the abbreviation ‘CIO’ stand for? The answer: ‘Chief Information Officer.’ But what is the CIO’s role? How is the CIO different from the CTO? How does a CIO make a difference to a mid-market business?

There is no universally agreed definition of a CIO’s role. But in our view, a CIO is a Board-level leader whose remit encompasses all aspects of IT, including systems, processes, organization, and governance.

The CIO helps develop the vision and strategy of the business and ensures the systems and processes create a firm foundation for growth.

For CIOs to succeed, they must be expert at delivering complex, transformational digital programmes. And they must know how to make technology and people work successfully to achieve commercial aims. This means understanding IT in detail as well as being an impressive communicator and organizational leader.

What does a CIO do? What are the roles and responsibilities?

The CIO oversees all internal IT teams and suppliers, all IT budgets and IT operations, cybersecurity, and risk management. Their role may encompass digital and online and they may drive initiatives across other areas as well.

These initiatives should include systems and data integration in order to deliver more efficient processes. Integration improvements are often focused on improving margins and customer service. But the CIO will tie integration to improvements in management information and reporting, which are crucial to enabling growth.

The CIO will also be responsible for streamlining and automating systems and processes whenever possible, in order to enable scalability, reduce costs, and facilitate the ability to demonstrate compliance.

In some cases, the CIO is responsible for linked areas of information and compliance, such as regulatory approvals like GDPR and ISO 27000.

Are there different types of CIO?

Naturally, the CIO’s role will vary depending on the needs of the organization.

In some cases the CIO’s main purpose is to drive transformational change; sometimes the role is to maintain and continually improve infrastructure and systems.

Some CIOs are very externally focused, ensuring, for example, that everyone on the Board understands the needs of their customers. Others are far more occupied by ongoing management of internal operations.

For mid-market businesses, a ‘fractional’, or part-time CIO, provides a cost-effective way to access the skills of a top-class CIO.

How does a CIO impact businesses of different sizes?

Systems and technology are at the heart of any modern business, so the role of the CIO is crucial regardless of its size.

In larger organisations, the CIO leads broad-based initiatives where a siloed approach would be counterproductive, for example in businesses struggling with disintegration and incompatibility. The CIO provides unifying leadership, bringing together different groups, resolving competing objectives, and creating buy-in to a single vision.

For smaller organisations, the CIO ensures that commercial objectives are met by managing suppliers, teams, and specific projects. The CIO understands the technical and commercial details and can make decisions accordingly.

In a mid-market business, the CIO spans the range from unifying leader to expert. Critically, the CIO always sets the agenda and drives the business priorities into the IT culture. The CIO is always aware of the strategic direction of the business and ensures that the systems and digital strategy match.

‘A new business strategy required TGS to become the operational centre of the other businesses within the group. We had no systems in place at the time and a very short timescale, so we needed somebody with the knowledge, experience and drive to understand our business very quickly, source and implement a group wide ERP solution, create a new IT infrastructure, and find a trusted IT partner in minimal time. Freeman Clarke came in and completed what we believed was a mammoth task within our timescales, with no drama and delivered us exactly what we needed. Fantastic.’

Clare Coles, Group Finance Director, Traffic Group Signals.

Why Freeman Clarke?

Freeman Clarke CIOs work on a ‘fractional,’ or part-time model. This provides a business with first-class technology leadership without the full-time cost.

Our fractional CIOs are uniquely suited to mid-market businesses. They have outstanding technical expertise. They are strategic thinkers. They understand how to use technology to drive growth. But they are also suited to the culture and reality of mid-market business.

Whatever the remit, our CIOs operate from the fundamental idea of linking a business’s systems and digital strategy to business objectives. This should be the goal of every innovative company because when the two disciplines are connected, we see real, sustainable growth.

To find out more about how we could add value to your business, Contact Us and we’ll be in touch for an informal conversation.

What is project management consultancy?

Project management consultancy is when an expert project manager from outside an organisation manages or oversees a project or contributes to its management or oversight. 

A project management consultant makes sense for mid-market businesses who are beginning a large project, as most of their people are already committed to other roles. And large projects may be rare, so the company lacks the necessary project management routines and structures.

A professional project management consultant will have the time and expertise to fill this gap. He or she will guide the project and introduce the processes necessary for its delivery. 

Project management consultants also bring their experience of different organisations and projects, and they can avoid getting drawn into routine work that eats up the regular staff’s time. 

What does a project management consultant do?

 

At its simplest, project manager consultants focus on four activities:

  1. Identifying the necessary work.
  2. Identifying the necessary resources.
  3. Ensuring resources are properly allocated to deliver the work.
  4. Monitoring escalating issues and delivery.

These are important activities: large projects won’t succeed if they aren’t done properly. But crucially, these activities alone will not guarantee success

Why do projects fail or get ‘stuck’?

 

It is a well-established fact that most projects fail to deliver. In our experience, projects go awry because project managers don’t address the following crucial issues:

How do you find the right project manager consultancy?

 

The above points are leadership gaps, and project management consultants may not always fill them. In contrast, here are the key ways in which Freeman Clarke consultants ensure a successful project.

  1. Set clear business goals. The underlying business value of the project must be clear and accepted by all the stakeholders. Our role is to have the courage and drive to ensure this clarity is maintained until delivery.
  2. Embrace change. Delivering value often requires significant changes: for example, changes in organisation, behaviour, and/or processes. We take ownership of these changes and ensure they contribute to the success of the project. 
  3. Communicate issues or challenges. Project managers may not communicate issues or risks to the Board in ways that inspire positive action. This can happen even when there is ample progress reporting! We make sure that technical and non-technical people understand potential problems and take steps to resolve them.

To sum up: for most mid-market businesses, large internal projects are relatively rare, so they do not have the senior-level management skills available in-house. Project management consultants provide a solution, but they often leave a leadership gap. Freeman Clarke works with ambitious mid-market businesses to fill this gap and ensure that projects deliver the planned business objectives on time and on budget.

To find out more about how we could add value to your business, Contact Us or call 0203 020 1864 and we’ll be in touch for an informal conversation.

Freeman Clarke is the UK’s largest and most experienced team of part-time (we call it ‘fractional’) IT leaders. We work exclusively with ambitious organisations and we frequently help our clients use IT to beat their competition.

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