Insights from senior leaders on delivering people centred transformation
BIE’s latest event on HR and Finance transformation brought together senior leaders from across our network for an afternoon discussion at Fortnum & Mason, in partnership with Oracle.
The session, facilitated by Simon Moore of BIE and Céline Haffner of Oracle, was designed to create space for leaders to step back from day-to-day delivery, challenge thinking, and share practical experiences of transformation and change management.
Bringing together perspectives from both Finance and HR, the discussion was shaped by our panellists Sally Orton (Virgin Money, Clydesdale Bank, Nationwide Building Society), Trevor Suarez (CLS Group) and Kate Mathias (Clyde & Co), who shared first-hand insight into leading transformation in complex environments.
The format encouraged open discussion across the afternoon, creating time for honest reflection, peer challenge and shared learning.
As organisations continue to invest in digital transformation, operating model change and HR and Finance transformation programmes, one question remains central:
Why do so many transformation programmes fail to deliver lasting change?
While the discussion covered systems, strategy and operating models, one theme came through consistently. Success is not defined by implementation, but by what people do differently afterwards.
For many organisations, transformation begins with a focus on technology, systems or process improvement. New platforms are implemented, operating models redesigned, and business cases built around efficiency and cost savings.
However, as discussed throughout the session, these elements alone are rarely enough to deliver successful people centred transformation.
Transformation only creates value when people adopt new ways of working. Without this, even well-designed programmes risk being bypassed or adapted through informal workarounds.
Two principles emerged as critical to successful transformation:
This reflects a broader shift in how organisations approach transformation. Implementation alone rarely delivers lasting change.
A key insight from the discussion was the importance of the post go-live phase in transformation programmes.
This period is often where organisations see the greatest challenges. Attention shifts away from delivery, while expectations around results increase.
In reality, sustainable transformation depends on what happens after implementation.
Embedding change requires:
A clear theme throughout the discussion was that delivery is only one part of the journey. What follows is often more difficult, requiring sustained effort to build understanding, reinforce behaviours and ensure adoption over time.
Another central theme was the importance of strong collaboration between HR and Finance.
Historically, Finance and HR have operated separately. Finance has focused on governance, cost and performance. HR has focused on culture, capability and engagement.
In modern HR and Finance transformation, these areas are inherently connected.
Successful transformation requires:
When HR and Finance operate as a true partnership, organisations are better able to:
This partnership is increasingly critical at leadership level, where alignment drives clearer decision-making and more consistent execution.
While structure and planning are important, leadership behaviour remains one of the most significant factors in transformation success.
Transformation and change management introduce uncertainty, pressure and complexity. Leaders who navigate this effectively tend to demonstrate:
Authenticity emerged as a key differentiator. Teams are more likely to engage when leaders are transparent about progress and challenges, rather than presenting an overly controlled narrative.
A common question in transformation strategy is whether to take a big bang or incremental approach.
The discussion made clear that there is no single answer.
The right approach depends on:
In some cases, large-scale transformation is necessary. In others, a phased approach enables testing, learning and adaptation.
What matters most is clarity of direction. Without a shared understanding of the end goal, even well-planned programmes can lose momentum.
Many organisations entering new transformation programmes are not starting from scratch.
Employees often bring prior experience of change initiatives, which shapes how they respond.
In some cases, past programmes create resistance. In others, they provide valuable insight into what works.
Recognising this context is essential in people centred transformation. Organisations that acknowledge past experience are better positioned to build trust and drive engagement.
The themes discussed were strongly reflected in the experiences shared by leaders in the room.
Cross-functional collaboration emerged as a key driver of success:
“The fact that this was set up as Finance and HR together was brilliant. Partnerships like this are what really drive value.”
The importance of sustained effort beyond implementation was also clear:
“Go-live is only part way through. What follows is an ongoing process of reinforcing change and bringing people with you.”
Leaders also highlighted the varied nature of individual responses to change:
“People respond to change in different ways depending on where they are in the organisation and their own experience. You can’t move everyone at the same pace.”
And, simply:
“Respect the past, change the future.”
One of the most valuable outcomes of the session was the opportunity for leaders to share practical experiences of transformation.
Challenges around HR transformation, finance transformation and adoption are rarely unique. Hearing different perspectives helps organisations approach change with greater clarity and confidence.
At BIE, creating space for these conversations is a key part of how we support organisations navigating complex transformation challenges.
We will be sharing further insights from the session, including video content, over the coming weeks.
If you are currently leading or planning an HR and Finance transformation programme and would like to explore these themes further, we would be delighted to connect.
