Technology strategy, selection and delivery assurance in service of the operating model. Requirements come off the blueprint, contracts are written against outcomes and exit, and we stay on the programme until the cutover holds, which is usually well past the point where a strategy firm would have handed over.
An ERP or core-platform decision is approaching, and the last one is still remembered for what it cost.
The systems landscape has accumulated by acquisition and exception; nobody owns the map.
A vendor programme is in flight and drifting. Scope is growing, the cutover is slipping, and accountability is diffusing somewhere between the integrator and the business.
Technology spend keeps rising while the operating decisions it should serve keep waiting.
We draw the landscape, the target and the sequence from the operating model. The vendor roadmap is an input to that. It is not the source of it.
Requirements from the blueprint, evaluation against evidence, contracts written against outcomes and exit. Exit terms are drafted first.
Independent oversight of the integrator through cutover. Where systems have to be built, HolisticAutomation is the delivery partner, and we do not build them ourselves.
Go-live held to the same standard as any outcome: baselined, tested, verified.
The enterprise on one page. Requirements come from here, not from workshops with wish lists.
The short list is tested against evidence and against reference operations that actually run the thing. Commercial and exit terms are negotiated before preference hardens — after that the client is bargaining from a position it has already given away, and every integrator in the room knows it.
Independent oversight of delivery: scope, sequence and readiness reviewed weekly against the baseline.
Go or no-go against written readiness criteria. Outcomes are verified after stabilisation.