We have observed that equipment procurement is most often the focus for change programmes. Our experience has lead us to the conclusion that to achieve success in such programmes it is necessary to focus first on the people who will be affected. Consequently, our philosophy to bring about change is based on understanding the needs of the people concerned and only after their issues have been taken into account do we consider what equipment might be necessary to support change.


The first phase of the implementation stage involves the development of a detailed improvement plan. Delivering this plan is achieved through three main components: transform, procure and manage. 



The detailed improvement plan will have transformational components that identify how the people involved and their cultural and practical issues should work together to deliver improvement. The detailed approach to transformation will vary for individual organisations but experience has shown that there are some basic elements that every transformation programme should contain.  These elements have been validated and used internationally to address many transformation challenges. These are: design, enact and operate. 


The successful procurement of complex systems presents many technical, process, personnel, commercial, programmatic, financial and governance challenges. Ensuring that each of these factors is appropriately considered in the context of individual programmes, and the wider environment identified through the transformation component in which the equipment must operate, is the key challenge faced by procurement staff worldwide. 


There is a need across the improvement programme to link the mainly theoretical work of the transformation component to the practical equipment considerations of the procurement component. In particular, it is essential that well informed judgements are made when trading performance against cost and the delivery schedule together with the programme risks associated with such trades.


Our experience has shown it is the people involved and their relationship that is the most important factor when introducing new equipment and working practices to deliver improvement. Consequently, we start with the transformation component and once this is substantially underway we would address the equipment aspects through the procurement component. At an appropriate time in the programme these 2 elements would be conducted in parallel to produce the desired end state under a single governance structure to ensure programme continuity. The management component takes the output from transformation and focuses on the equipment and support capability to bridge the gap between theory and practice