Studies of how independent governance and senior delivery leadership shape outcomes on real programmes. Most are anonymised. Each one describes a pattern we have seen and what we did about it.
An Australian mining services group ran a nine-month SAP HRIS rapid deployment for around 15,000 operational staff. Most rapid deployments hit the timeline by relaxing governance. This one did not. The discipline was the reason it landed.
A major Australian state government department ran an 18-month SAP SuccessFactors HCM programme across more than 100,000 staff. The boundaries between SOWs are where most multi-SOW programmes drift. This one did not.
A three-year Dayforce HRIS programme had spent $4M and not yet reached scale build. Independent governance and advisory led to its strategic closure, protecting client investment from a fourth-year sunk-cost commitment that the business case no longer justified.
Tucker & Lewis Advisory's Market Readiness Assessment existed only in their directors' heads and their paid engagements. We turned it into a scored diagnostic on their website, live in under a week, with the methodology intact.
Most of our case studies are anonymised. Sector, region, scale, platform and timeline are accurate, and organisation and individual names stay private, because the point of each study is the pattern inside the programme and the patterns travel. Where a client asks to be named, we name them, and we say so at the top of the page. If one of these resonates with where your programme sits, the first conversation is free.
If a case study above resonates with where your programme sits, the next step is a conversation. No sales process, no pitch deck.
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