Case study · Health & Aged Care
Selecting an ERP around the business case
Multi-service aged care and retirement living provider
A rapid target-state, sourcing and investment-case process for a growing care provider nearing the limits of its legacy systems.
Challenge
Organic growth had pushed legacy systems to their limits, affecting service quality, process efficiency, reporting and risk management across a broad set of corporate functions.
The organisation operated across home care, residential aged care and retirement living, with low integration and a history of technology underinvestment.
The pressure was visible across finance, human resources, learning and talent, projects, procurement, supply chain, asset management and business intelligence. Service quality, reporting and operational risk were becoming harder to manage at scale.
The CFO needed a cloud solution selection and benefits case tied to better business outcomes—not a technology-led replacement based on current-state requirements.
Approach
Define the target state. Co-designed the strategic objectives, future business outcomes and functional scope with client stakeholders. Better-practice process outcomes shaped the requirements before products entered the conversation.
Run a disciplined selection. Used market intelligence to form a qualified shortlist, then ran a competitive RFX with quantitative and qualitative evaluation. The process balanced speed, probity, competitive tension and quality.
Plan with the selected partners. Worked with the selected vendors on implementation detail, resourcing, commercial uncertainty, risks, interfaces and master-data needs. The planning exposed gaps early and aligned solution scope with the strategic benefits.
Put the decision to the board. Built the benefits model and investment case around programme scope, options, costs, resources, risks, implementation and ownership of outcomes. The work was presented through the client’s approval forums and to the board.
Decision pathway
From target state to board approval
The selection process kept business outcomes, product fit, implementation reality and investment value connected through four phases.- 01
Target-state design
Define the strategic outcomes, better-practice processes and functional scope.
- 02
Product and partner selection
Shortlist, test and evaluate products and delivery partners through a competitive process.
- 03
Implementation planning
Resolve resourcing, interfaces, data, risk, commercial detail and delivery sequencing.
- 04
Investment case
Bring scope, cost, benefits, options, resources and governance into one board decision.
Outcomes
The engagement produced a board-approved plan for technology modernisation spanning human resources, payroll, finance, asset management, supply chain and business intelligence. It also defined how the future platforms would integrate with existing community-care systems, interfaces and master data.
The business case identified multi-million-dollar returns and payback periods of three to seven years across the programme. The board approved the case on its first presentation.
- Board approval at first presentation
- Target architecture and integration plan
- Defined benefits model and implementation plan