A leading UK transport operator was managing a complex finance and operational technology landscape that had developed over many years through acquisitions, organisational change and decentralised decision-making.
Multiple legal entities were operating different finance systems, each with its own Order-to-Cash (O2C) and Procure-to-Pay (P2P) processes. The result was a fragmented technology estate, inconsistent ways of working and limited enterprise-wide visibility across finance operations.
At the centre of the landscape sat an ageing finance platform that had reached end of life and was no longer supported, increasing operational cost and risk.
The organisation had already invested six months attempting to migrate to the incumbent vendor’s cloud solution. However, the programme failed to deliver the functionality the business required, leaving leadership without a clear path forward and needing confidence before making another major technology investment.
The client recognised that before selecting another platform, it first needed an independent assessment to understand its current environment, define future business requirements and establish a clear transformation roadmap.
Org was engaged to deliver an independent Enterprise Assessment, providing executive leadership with a comprehensive understanding of the organisation’s finance landscape before any technology decisions were made.
Working across multiple legal entities, Org documented the existing finance systems, business processes, integrations, organisational capability and structures and data landscapes to create a single enterprise-wide view of the current state.
Through extensive stakeholder workshops, process analysis, and system reviews, Org identified the underlying causes of operational inefficiency while documenting both business and technical requirements for future transformation.
Rather than approaching the challenge from a technology-first perspective, the Enterprise Assessment evaluated the organisation across people, process, data and technology. This enabled Org to recommend opportunities to standardise operations, strengthen governance and reduce operational cost and risk before platform selection, to ensure best chance of success and value realisation.
The engagement concluded with a target-state architecture, phased transformation roadmap, indicative implementation costs and total cost of ownership estimates, giving leadership an evidence-based foundation for future decision-making.
Despite the complexity of the environment and the breadth of stakeholder engagement required, the Enterprise Assessment was delivered within an accelerated timeframe.
The Enterprise Assessment gave the organisation the clarity and confidence needed to plan its future finance transformation while significantly reducing delivery risk.
Key outcomes included:
When organisations are facing complex transformation decisions, technology selection should never come before understanding the business.
Org’s independent Enterprise Assessment methodology provides organisations with a structured, objective view of their current environment. This helps leaders understand systems, processes, data and organisational capability before committing to major investment.
By combining strategic advisory expertise with practical enterprise transformation experience, Org helps organisations reduce implementation risk, build stakeholder confidence and create transformation roadmaps aligned to long-term business outcomes.
