Delivery has to be owned
Complex change needs one accountable owner with the authority to act.
Delivery & Change
Complex programmes fail when accountability is spread across roles, meetings and status reports. Capmark builds the governance, decision rhythm, ownership, readiness, cutover and adoption needed to take change into live operation.
Our experience and impact
Evidence of Delivery & Change delivered.
~$300m
Programme budgets managed across strategy, technology and regulatory change.
50+
Systems, platforms and venue integrations delivered.
£25m p.a.
Benefits case governed through delivery.
Complex programmes run into trouble when accountability is spread across roles, meetings and status reports. The plan exists, but decisions stall, dependencies drift, readiness is unclear and the business is not prepared for go-live.
Capmark builds the delivery system around the change: governance, decision rhythm, workstream ownership, readiness, cutover and adoption. Senior practitioners stay accountable from mobilisation through to live operation.
We help clients establish delivery governance, coordinate workstreams and dependencies, prepare the business for implementation, and take complex change into production without leaving a contractor bench behind.
Why it matters
Why delivery is where value is won or lost.
Decisions set the pace
Programmes move at the speed of their decisions. Clear rights and escalation keep them moving.
Go-live is not the finish
A programme is complete when the business has adopted the change and can run it without programme support.
How we can help
Where we create delivery control.
Four capabilities take complex change from analysis and requirements through design, build, testing, cutover and BAU handover.
Engagement × delivery
One framework: every change type, idea to BAU.
One governed framework carries strategy and business change (including M&A), technology, regulatory and risk and controls change from idea to business as usual: the same five engagement stages and G0 to G5 gates every time, waterfall-gated, with agile sprints for technology.
Hybrid: waterfall gates ◆ + agile sprints (tech)
Engagement
Assess
Frame the problem
Define
Target + business case
Mobilise
Scope & stand-up
Implement
Design · build · test
Sustain
Go-live & BAU
Delivery
lifecycle
Pre-project
Initiation
Discovery
Analysis
Design
Build
Test
Deploy
Hypercare
Gates & outputs
same every type
G0
Mandate
G1
Business case, PID & roadmap
G2
Scope & delivery plan
↻ agile loop (no gate)
G3
Test & assurance sign-off
G4
Go-live approval
G5
BAU acceptance
By change type
italic = activity · bold = key output
Strategy & business
Assess current state
Current-state & cost baseline
Shape target model
TOM blueprint, business case
Plan & assess impact
Delivery plan, impact analysis
Analyse
Process & requirements analysis
Design
Detailed TOM, org design, governance & decision rights
Build
Processes, SOPs, training material
Validate
Pilot, dry-run results
Implement & transition
Go-live, comms & training, benefits
+ M&A
divest / merge
+ Perimeter, entanglements
+ Separation blueprint, Day 1 & TSA strategy
+ SMO / IMO, Day 1 plan, TSA schedules
+ Entity & booking-model separation, cutover design
+ Legal Day 1, TSA exit, synergy realisation
Technology
hybrid
Assess feasibility
Feasibility study
Shape solution
Solution outline, business case
Plan & architect
Delivery plan, target architecture
Analyse
BRD, user stories & backlog
Design
Solution design, acceptance criteria
Build (sprints)
Working software
Test
Test cases, evidence & sign-off
Deploy & support
Go-live, comms & training, BAU
Regulatory
Interpret & gap-analyse
Gap analysis, impact
Set compliance model
Target compliance model, business case
Build register & plan
Obligations register, plan to deadline
Analyse
Requirements, RTM
Design controls
Control & reporting design, policy
Build
Built controls & reporting
Test controls
Control testing, evidence pack
Go live & attest
Attestation
Risk & controls
Assess findings
Findings, control-gap analysis
Design target framework
Target control framework, remediation plan
Inventory risks & controls
Risk-control inventory, plan
Define requirements
Control requirements, RACM
Design controls
Detailed control design, monitoring
Implement
Implemented controls, remediation
Test effectiveness
Effectiveness testing, evidence
Embed & attest
Control attestation
Governance & ceremonies
Governance
RAID log · decisions · dependencies · status reporting, maintained throughout
Agile cadence
technology
S1S2S3
each sprint: planning · daily stand-up · grooming · showcase · retro
Working groups
weekly
SteerCo
monthly
One framework, waterfall-gated, with agile sprints for technology. Strategy and business (including M&A), technology, regulatory and risk and controls change, from idea to BAU.
Assess
Frame the problem
Pre-projectG0 · Mandate- Strategy & business
- Current-state & cost baseline
- + M&A
- + Perimeter, entanglements
- Technology
- Feasibility study
- Regulatory
- Gap analysis, impact
- Risk & controls
- Findings, control-gap analysis
Define
Target + business case
InitiationG1 · Business case, PID & roadmap- Strategy & business
- TOM blueprint, business case
- + M&A
- + Separation blueprint, Day 1 & TSA strategy
- Technology
- Solution outline, business case
- Regulatory
- Target compliance model, business case
- Risk & controls
- Target control framework, remediation plan
Mobilise
Scope & stand-up
DiscoveryG2 · Scope & delivery plan- Strategy & business
- Delivery plan, impact analysis
- + M&A
- + SMO / IMO, Day 1 plan, TSA schedules
- Technology
- Delivery plan, target architecture
- Regulatory
- Obligations register, plan to deadline
- Risk & controls
- Risk-control inventory, plan
Implement
Design · build · test
Analysisagile loop, no gate- Strategy & business
- Process & requirements analysis
- Technology
- BRD, user stories & backlog
- Regulatory
- Requirements, RTM
- Risk & controls
- Control requirements, RACM
Designagile loop, no gate- Strategy & business
- Detailed TOM, org design, governance & decision rights
- + M&A
- + Entity & booking-model separation, cutover design
- Technology
- Solution design, acceptance criteria
- Regulatory
- Control & reporting design, policy
- Risk & controls
- Detailed control design, monitoring
Buildagile loop, no gate- Strategy & business
- Processes, SOPs, training material
- Technology
- Working software
- Regulatory
- Built controls & reporting
- Risk & controls
- Implemented controls, remediation
TestG3 · Test & assurance sign-off- Strategy & business
- Pilot, dry-run results
- Technology
- Test cases, evidence & sign-off
- Regulatory
- Control testing, evidence pack
- Risk & controls
- Effectiveness testing, evidence
Sustain
Go-live & BAU
Deploy · HypercareG4 · Go-live approval, then G5 · BAU acceptance- Strategy & business
- Go-live, comms & training, benefits
- + M&A
- + Legal Day 1, TSA exit, synergy realisation
- Technology
- Go-live, comms & training, BAU
- Regulatory
- Attestation
- Risk & controls
- Control attestation
- A RAID log, decisions, dependencies and status reporting are maintained throughout. Agile sprints (S1, S2, S3) run through Analysis to Test for technology; working groups meet weekly and the steering committee monthly.
One framework, waterfall-gated, with agile sprints for technology. Strategy and business (including M&A), technology, regulatory and risk and controls change, from idea to BAU.
Client results
Delivery outcomes carried through to go-live.
A result from our Delivery & Change work: the problem, what we did and the outcome.
Capital Markets · Operating Model
Markets front office and operations transformation for a global investment bank
Global Investment Bank · Markets Front Office & Operations
We helped redesign the Markets front office and operations operating model — moving trade capture into the front office with clean segregation of duties, standing up nine shared services and centres of excellence across client operations, trade control, margin and collateral, prime and agency derivatives, financing and treasury operations, and moving 100+ roles to lower-cost locations.
- 99.9%
- Trades booked at the point of execution
- 9
- Shared services and centres of excellence created
- 100+
- Roles moved to lower-cost locations
- 80%
- Straight-through processing targeted
Read the case study
Our Delivery & Change insights
Practical thinking from people who have delivered the work.
Get in touch
Speak with a Partner about Delivery & Change.
From a one-month gap analysis to a multi-year programme, we engage at the stage that fits.