The Challenge

A large central government department, alongside several of its partner organisations, was undertaking a major transformation programme. Historically, the department had relied on a single managed service provider to deliver operational IT services, with the aim of providing a high-performing IT environment and a positive user experience.

Over time, it became clear that the existing contract no longer met the needs of the department or its sister organisations. To address this, the department set out to create a new, in-house managed shared services organisation. This new function would deliver IT managed services to the department itself and to its partner bodies, giving greater control, flexibility and long-term value.

To achieve this, the department chose to move to a retained Service Integration and Management (SIAM) model. This approach would allow the department to coordinate and manage multiple specialist suppliers directly, rather than relying on a single provider.

The retained SIAM model was designed to deliver several key benefits:

• Greater ownership and control of IT services
• Reduced dependency on a single supplier
• Access to best-fit specialist providers for different service areas
• Improved service quality through collaboration between suppliers
• A seamless, end-to-end IT service for the department and its partner organisations

RedRock had previously delivered a successful retained SIAM model for another central government organisation. Based on this experience, the department approached RedRock to support the design and implementation of the new model.

Following the development of an options paper and a clear business case, which was presented to senior boards, RedRock was awarded the contract. The programme supports more than 14,000 end users across four organisations, collectively enabling services for around 1.4 million employees, making it one of the largest engagements RedRock has delivered.

 

Our Approach

RedRock’s Managed Professional Service engagements are underpinned by three core principles:

• Client enablement
• Teams of excellence
• Impartial advice

The programme was overseen by a RedRock Portfolio Director, who worked closely with senior stakeholders to align on outcomes, manage progress and provide assurance throughout delivery.

Given the department’s reliance on its incumbent IT service provider, a key priority was ensuring continuity of service. RedRock worked closely with both the client and the existing supplier to plan a controlled transition, ensuring no disruption to critical IT services as responsibilities moved to the new shared services organisation.

To support this, RedRock rapidly mobilised a blended team of specialists, co-located with the department’s in-house teams within two weeks. The team provided expertise across:

• Service and operating model design
• Portfolio and programme design
• Project accounting and financial governance
• Delivery specialists with proven experience in large-scale government transformations

 

Our Solution

RedRock engaged widely across the department and its partner organisations, running workshops and stakeholder sessions to build a shared understanding of the current challenges, future ambitions and the practical steps needed to implement a retained SIAM model.

Together with the client, the programme defined a clear set of objectives for the new managed shared services organisation, including:

• Designing services around user and customer needs
• Improving reliability, responsiveness, value and speed
• Creating an agile and flexible operating model that supports change
• Ensuring strong governance, transparency and compliance
• Making data-driven decisions and adopting innovative delivery approaches
• Building in-house capability so the new organisation could become a trusted ICT partner across government

RedRock led a detailed discovery phase, producing a fully costed report that set out:

• Key findings and risks
• The current (“as-is”) state
• The future (“to-be”) target operating model
• A range of delivery options
• Clear, prioritised recommendations and timelines

This provided senior leaders with a clear roadmap for delivery and confidence in the investment decisions required.

Based on this work, RedRock and the department agreed a portfolio of programmes to build the new managed shared services organisation and transition away from the legacy provider. The portfolio was structured around three core programmes:

Transform

• Design and build of a new cloud-based IT environment using Microsoft Azure
• Implementation of a modern digital workplace using Microsoft 365
• A remediation plan to migrate from the legacy environment to the new target state

Organisation

• Design and implementation of a new managed shared services organisation
• Definition of the retained SIAM model and a clear service catalogue

Transition

• Commercial and contractual exit from the incumbent service provider
• Transition of services to the new operating model, service catalogue and IT service management tooling

 

The Outcome

The programme is modernising and reshaping the department’s IT landscape while building long-term internal capability. By developing in-house skills and capacity, the department is creating a sustainable shared services organisation that can support itself and its partner bodies.

RedRock has successfully completed the discovery and design phases and continues to play a senior delivery management role as the programme moves into full implementation.

The partnership between RedRock and the department has continued to strengthen, underpinned by a shared commitment to openness, trust and successful delivery.