Change programmes are constant in this sector
Technology and telecom companies rarely stand still. At any point a business may be replacing a billing platform, implementing a new ERP, moving data centres to the cloud, integrating an acquired company or separating infrastructure into a new entity. These programmes are where much of the value in the sector is created, and also where reporting and control failures most often begin.
This page explains the transformation priorities RRH helps organisations address. It does not describe specific client programmes or their results.
Getting system replacements right
When a core system is replaced, the main risks are rarely in the new software itself. They lie in the business rules configured into it, the completeness of data moved from the old system, and the controls that stop working because nobody rebuilt them. Our IT Advisory team provides pre-implementation reviews of design and controls, assurance over data migration, and post-implementation reviews that test whether the new environment is producing reliable results.
For finance leaders, the practical test is whether revenue, receivables and customer balances reconcile cleanly between the old and new systems at cut-over, and whether any differences are explained and approved before the old system is switched off.
Programme governance and business change
Large programmes need clear decision rights, honest status reporting and a link between benefits claimed in the business case and benefits tracked after go-live. Boards often receive optimistic progress reports until problems become unavoidable.
Our Management Consultancy team supports transformation planning, operating model design and programme governance, helping leadership teams set realistic milestones and independent checkpoints before major go-live decisions.
People are often the deciding factor. New systems change roles, approval routes and reporting lines, and staff who do not understand why a control exists will find ways around it. Training, clear process documentation and a period of closer supervision after go-live are as important as the technical cut-over itself.
Restructuring, carve-outs and integration
Some transformations are structural rather than technological. Telecom groups may separate tower or fibre assets, form joint ventures or acquire digital businesses, and each step raises questions on asset transfer, tax, VAT and the systems needed to run the separated business from day one. For these transactions, our Deal Advisory team provides due diligence and tax structuring advice, including the VAT, stamp duty and registration costs of moving assets between entities.
Whatever the type of change, our approach is to bring audit-grade discipline to the points where errors are most expensive: data, controls and the decisions taken under deadline pressure.
Related RRH services: IT Advisory, Management Consultancy and Deal Advisory.