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Case Study

We were engaged to work on a strategic IT transformation project and help the NHS Property Services use SaaS offerings to mitigate risks and improve continuity and security.

NHS Property Services brings property and facilities management to the NHS estate. It is a complex commercial landscape with many service providers.

For such a complex landscape, the lack of integrated applications inhibited collaboration, and some core business activities were not being performed adequately. These activities included accurate billing of customers and the collection of rent.

The Solution

We reviewed network and communication architecture and produced a strategy paper and board presentation.

During this review, there were 3 key areas we identified for immediate investment. These were identity management, the network and a SaaS collaboration platform. It was vital that the NHS Property Services invested in areas which would significantly improve business processes and reduce unnecessary business costs.

We deployed a project team of 7, including project management, deployment managers and technical/strategic management.

Deliverables

A new network was built and implemented to 518 users over 20 sites, and a new telephony system was deployed.

We implemented a fit-for-purpose AD and identity service, which was linked to a cloud identity bridge to enable single sign-on.

The Challenge

There were limited opportunities for single sign-on, and the infrastructure wasn’t ready to support public cloud SaaS offerings. Many of the buildings had their own systems and ways of working, but the lack of a centralised phone system restricted accessibility.

We were engaged to work on a strategic IT transformation project and help the NHS Property Services use SaaS offerings to mitigate risks and significantly improve continuity and security for the mobile workforce.

The Solution

We reviewed network and communication architecture and produced a strategy paper and board presentation.

During this review, there were 3 key areas we identified for immediate investment. These were identity management, the network and a SaaS collaboration platform. It was vital that the NHS Property Services invested in areas which would significantly improve business processes and reduce unnecessary business costs.

We deployed a project team of 7, including project management, deployment managers and technical/strategic management.

Deliverables

A new network was built and implemented to 518 users over 20 sites, and a new telephony system was deployed.

We implemented a fit-for-purpose AD and identity service, which was linked to a cloud identity bridge to enable single sign-on.

The aim was to bring about a business that works for everyone, whether that’s frontline staff, senior management or the end users in the buildings, and we’ve done that by joining in with their teams. We are not imposing on, but working with, all levels of the business and we have heard the frustrations that many have felt, so developed our plans through listening to their concerns.

We didn’t go in with a set solution. We customised our thoughts so that they match entirely what NHS Property Services needs, rather than going in with a bunch of plans that we happened to have ready before meeting them. We didn’t go in with a set of partner vendors either. As always with any client, we look carefully at the exact requirements and matched our advice to that.

The main element is that we collaborate. We have become part of their organisation and we have brought NHS Property Services staff in to our team, too. We are going through a joint process, bringing their staff into the new way of doing things. They will have worked on it with us and will completely understand it, so that in the end, it’s their project.
Mike Wilton
Project Lead, Leading Resolutions

The Results

This project mitigated risks resulting from the lack of investment in infrastructure over many years, and brought an imminent end of life to the current IT. We enabled SLA-driven improvements in resilience, response times, continuity, and security with the ability to respond to cyber-security threats.

 

With common digital platforms and technologies, this now enables the business systems strategy to underpin cultural change efforts and support greater collaboration with the remote or mobile workforce. 

Finally, we implemented a cost model which was based on actual usage for transparency and fairness.

Partnering with Leading Resolutions allowed me to accelerate my mobile working strategy and unify a way of managing my business-critical applications to release £100 million worth of redundant office space.
Kelly Olsen
CIO, NHS Property Services
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