Kiwa is a global leader in Testing, Inspection and Certification (TIC), supporting organisations to ensure the safety and compliance of their products and processes. Operating across multiple sectors, Kiwa plays a critical role in helping businesses meet regulatory standards and build trust in increasingly complex and highly regulated markets.
The organisation was preparing for a major transformation programme centred on the implementation of Microsoft Dynamics 365 (D365) Customer Engagement (CE) and Finance & Operations (FO). Given the scale and cross-border complexity of the programme, ensuring a structured, low-risk D365 implementation approach was critical to avoid common ERP transformation failures.
At the outset, several foundational elements were not fully defined, including UK deployment readiness, end-to-end business processes, roles and responsibilities, governance and reporting structures, and the timeline and mobilization planning.
This lack of clarity created a significant risk of moving into delivery without a robust operating model, thereby increasing the likelihood of delays, misalignment, and cost overruns.The UK Group CFO, having previously experienced a challenging ERP implementation, was particularly focused on avoiding common transformation pitfalls, especially around governance, clarity, and execution discipline.
As a result, Kiwa sought independent advisory and governance to support the programme and ensure a successful rollout.
Kiwa engaged Org to provide independent advisory, governance, and technical assurance across the D365 programme, working alongside their Microsoft implementation partner.
Kiwa partnered with Org to reduce risk and improve governance across a complex D365 transformation programme. Through a structured discovery phase and programme leadership, Org enabled a successful ERP implementation with clear governance, mobilisation, and delivery alignment.
Taking a Programme Management leadership role, Org introduced a structured Discovery Phase to bring clarity and control to the programme. This focused on assessing platform and organisational readiness, defining the UK rollout approach, and establishing governance, reporting and delivery structures.
This enabled mobilisation of delivery teams, alignment of internal stakeholders, and effective collaboration with the Microsoft implementation partner. This also identified opportunities to streamline operational processes and agree to a structured deployment timeline with Kiwa leadership.
By combining strategic oversight with hands-on programme leadership, Org ensured the transformation was set up for success from the outset.
Org’s involvement transformed a potentially high-risk programme into a structured, well-governed delivery.
Key outcomes included:
