From pilot to implementation – scaling up Transformational Programmes

On Tuesday 30th April, I’m taking part in The Telegraph Leaders of Transformation event which will see a number of organisations offer practical insight on successful transformation.

In particular, I’ll be talking about the importance of 'scaling up,' which allows organisations to trail transformation in specific areas of their business – something which I believe Atkins has been pretty successful at, both internally and when assisting clients.  

Ahead of the event, I thought I’d share my views on some of the obstacles organisations face as they look to scale up, implement and fully embed business transformation which embraces technology, innovation and new ways of working.

1. Delivering consistently and at pace in line with new entrants

Consistency in a disrupting world is hard and, some would say, restricts pace and agility. Navigating uncertainty at pace and maintaining confidence that business remains resilient, needs the right balance between both. As one of the world’s leading design, engineering and project management consultancies, we aim to find the right balance of consistency in how we operate, while maintaining enough operational agility to flex to changes in digital, regulation, user demands and wider, unforeseen events. 

For us, finding the balance means finding the right type, time and place for process automation, optimal use of AI and digital tools to analyse large volumes of data. It's also helped by maintaining the right amount and type of human interaction - meaning our consistency is delivered effectively, efficiently and in partnership with our clients, remaining human-centric.

Once this balance has been found, maintaining consistency and pace becomes a little easier. When rolling out new services, ideas or products, we select a very clear destination or outcome and adopt well-rehearsed, agile ways of working which allow us to collaborate with clients at pace, but with enough structure and a shared understanding of what ‘operating at pace’ will entail. Just as importantly, all parties agree on what trade-offs will be needed when working in this manner.

To cite an example, I’d like to point to the work we’ve carried out with Transport for Greater Manchester to develop new service designs for future mobility models. Operating with pace and agility, whilst retaining control, helped an important client navigate an uncertain future.

Keeping pace with new entrants is a challenge; new doesn’t mean better or enduring, but choosing which ones to back, and which to monitor is hard. Such decisions are made by quickly assessing cultural fit, blatant and latent potential, current and future capital strength, possibility of disruption, and market leadership opportunities. Once aligned, we then work more closely with new entrants to understand how we set the right pace for each other, to avoid overstretch or slow-down.

We are incredibly privileged to work with an exciting range of SMEs through to global partners. It’s the rich formula of these that helps us make client projects successful. Selecting the next generation of entrepreneurs is as crucial to us, as it is to them.

2. Creating an environment for continuous improvement

For any organisation, the on-going assessment of operational performance is key to identifying opportunities to work differently. At Atkins, we place great value in the power of effective recruitment to help with this process.

Strategic and – to a certain extent - imaginative recruitment will not only challenge convention but will also set the tone for continuous improvement during a time of unprecedented change and disruption. Recruiting ‘outside the box’ can bring impetus, energy and confidence to pilot projects or change concepts which – if nurtured correctly – can bring widespread benefits to the whole organisation.

As a clear statement of intent, we have employed the company’s first Cyborg Ethnographer to help us continually improve our understanding of the changing and ever-converging relationship between technology and humans, and what this means for society. 

3. Don’t become stuck in trial and development while the world progresses

Knowing when to spin out from trial and development into ‘business as usual’ is really hard. The usual business or industry conditions can be met: enough demand for the product or service; users’ preparedness; appropriate product testing, security, ethical issues; predictions on required impact/margin; and future long-term support at market. Yet, there is another element; knowing when we are ready to move forward. This is helped by advice from trusted clients, partners, and domain experts who are acutely aware of trends, technology and demographic disruptions, market conditions, and user needs. Twinned with the right tools and data, this can help organisations and clients progress with foresight, out of development cycles and leap, (not too early or speculatively), into the unknown.

While this is achieved more often than not, we also use robust tools to assist our clients along the way. Atkins’ Digital-PMO suite helps us validate when the right conditions are met for clients to deploy new tech or ways of working into business as usual by providing governance, assurance and comfort. The suite also allows us to test iterations and options for future use, at new scale and in new markets or environments. 

Alongside our Digital PMO, we have a range of other products and services at various stages of development which will assist clients who are navigating transformational change. Some will be very visible when deployed, while others will operate inconspicuously maintain Critical National Infrastructure – all will help make out world safer and more secure.

What do you see…?

It’s clear that Transformation does not always come easy and needs to be continually worked at and worked on. Whether developing the kernel of an idea, or taking those first tentative steps, the journey from pilot to fully embedded outcome or service needs: the right balance; the right culture of continual improvement, and; finding the right time to move into implementation. 

So, how do you scale up your pilot projects? What can your industry teach others? How do you get from pilot to implementation safely and successfully?