Programme managers, project managers and business analysts for organisations that have to deliver complex IT change without the people to do it.
Where we usually come in
Headcount has come down and IT took more than its share. Delivery capability was always the variable part, the thing you do not keep on the payroll between programmes. Now the ERP is twelve years old, the board has agreed something has to happen, and there is nobody free who has done it before.
The budget was set before anyone understood the scope. Requirements grew, a standard product turned into a bespoke one, and nobody was resourced for testing or UAT. You are two hundred thousand in with nothing working and a board that will not sanction more without a credible plan.
On the morning you go live, every system that touches the new one has to work. Sales, billing, stock, tax, reporting. Getting to that point is months of detailed work, and all of it has to happen before anyone presses go.
What we provide
We put the people who run programmes into organisations that need them, for as long as the programme runs.
Own the objective end to end. The business case, the plan across every workstream, the budget, and the reporting line into the board.
Run the workstreams inside the programme. The plan, the dependencies, the suppliers, and the escalation when something slips.
Map what you have, department by department, and define what the new arrangement has to do. This is the work programmes underestimate, and the reason they overrun.
Reporting, risk, change control and assurance, so the board sees where the programme actually is rather than where the last status report said it was.
The detail most people miss
Take a business running a twelve year old system that handles stock, billing, buy prices and purchasing. It is expensive, it looks dated, and competitors are moving faster on the back of better tools. The board agrees to replace it.
Replacing it is not a switch. Before anything goes live, somebody has to answer where the system pulls its billing information from, and where it pulls its stock information from. What counts the stock. What happens when new stock arrives, when there is a stock count, when a customer returns something, when you raise a credit, when a supplier puts a price up, when the VAT rate changes.
Then the same exercise again, across the business. How does this affect sales, and the CRM, and the way the sales team build their quotes. How does it affect billing and quotations. How does it affect the invoices you raise and the invoices you receive. What are the tax rates, and which rate applies to what.
All of that has to come out of the old system and go into the new one, so that on the morning you press go, everything it touches works.
That work is the programme. Most organisations do not have anyone free to do it.
The programmes we deliver
Replacing or upgrading the system the business runs on, including the data and process work that decides whether it lands.
Implementation and migration across the Microsoft stack, with the internal change work that decides whether anyone actually uses it.
Moving from one platform to another without losing the information the business depends on.
Network moves, device refresh, security software deployment and BYOD policy across a whole estate. A thousand handsets is a three month programme before you add bring your own device.
Deploying contact centre and telephony platforms, and the process, training and support work that has to sit around them.
Working out what is realistic, what it connects to, and what has to change before anything can be deployed. Smaller AI projects we point towards our group's AI business rather than turn away.
How we work
Bamboo scales from a single consultant to a full delivery team. We work with an established network of senior delivery people on a contract basis. That means we assemble the team the programme needs, when it needs it, and you are not carrying those people once it finishes.
No permanent overhead. No fixed team you then have to find work for.
Read more about how we workWho we work with
Bamboo works with organisations of 250 to 500 people and above. Programmes of this kind usually run between £250,000 and £500,000, and change at that scale tends to sit in mid market and corporate businesses rather than smaller ones.
We normally work with the CIO, CTO or Head of IT. The Finance Director or CFO is often involved too, because IT spend at this level tends to surface through finance before it surfaces anywhere else.
Start here
If you know something has to change but not what delivering it involves, start here.
We spend a week with you and interview the heads of the departments the programme will touch. You get back a written view of what delivery actually requires: the resource shape, the number of days, the likely cost, the risks, and the order things need to happen in.
Fixed fee. You own the report, and there is no obligation to use us to deliver it.
Talk to us about an assessmentInsights
On why programmes fail, what the early warning signs look like, and what recovery actually involves.
Blaming the platform is the most comfortable story a failed transformation can tell. It is also, in our experience, almost always the wrong one.
Read the article →Project RecoveryProgrammes rarely collapse overnight. They drift, quietly, while every individual signal still looks reasonable. Here are the eight early tells, and what to do if you recognise three or more.
Read the article →Tell us what you are dealing with and we will come back to you with a view on what resourcing it would take.
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