Digital transformation programmes fail when they are run as software projects. They succeed when they are run as operating-model changes that happen to use software. We sit with leadership teams in that frame — different sequencing, different sponsors, different definition of done.
When clients come to us
When a board has approved a transformation programme but the operating leaders have not yet been brought into the design. When a previous attempt has stalled and needs an honest diagnostic before further investment. When a CFO or COO is preparing the operating model for a step change in scale and the systems agenda has to be reset. Often when vendor selection has accelerated past the point where the operating-model question was answered.
How we work
A senior advisor reviews the strategic intent, the current operating model and the existing systems estate, and reframes the programme around the operating outcomes rather than the software build. From there we redesign the sequencing, the governance and the in-house team profile, and we sit alongside through the priority workstreams.
What we deliver
- Transformation diagnostic and reframe
- Operating-model target with sequencing
- Governance and decision-forum redesign
- Vendor and partner selection support
- In-house capability and hire profile
- Steering group reporting and review cadence
Typical engagement
Engagements run six to eighteen months depending on programme stage and scope. On our side, a senior partner anchors with relevant practice leads — finance systems, process, data — brought in as the programme evolves. On the client side, the executive sponsor is the principal counterpart, with the steering group on a structured cadence.
Why CGLA
We are software-agnostic and we do not earn fees from vendors, which keeps the recommendation built around the business rather than around a licence. Senior partners stay in the room — there is no pyramid of analysts running the engagement on their own.
