Resulting Deliver a Complex Public Sector Digital Transformation as an Independent Delivery Partner

The Challenge

NHS 24 needed to replace critical national systems while continuing to operate a live, high-volume service. The program had to manage delivery risk across several suppliers and technology stacks, while maintaining clear governance, clinical safety assurance and alignment across a wide group of stakeholders. 

The breadth of scope added further complexity, including the procurement and implementation of new Contact Centre / CRM and Data Warehouse solutions, replacement of the clinical reasoning engine within the live platform, delivery of a full organisational training and learning workstream, and the transition of service management capabilities in-house. All of this needed to be achieved without loss of service continuity or institutional knowledge. 

There was also a clear need to retain control of scope, costs and benefits across a complex, multi-year program, and to avoid becoming overly dependent on delivery partners for program direction or assurance. NHS 24 therefore sought an independent partner to act as the intelligent client, providing leadership, challenge and oversight across the program. 

Resulting Solution

Resulting was engaged to provide client-side advisory support and program leadership for the Digital Transformation Program, working closely with NHS 24 and its delivery partners to establish clear direction, maintain control and support confident decision-making throughout delivery. 

At program outset, we led the development of the full business case, clearly defining scope, outcomes and the future operating model for services transitioning from two major managed service contracts. This provided a stable foundation for procurement, delivery, and benefits realisation. 

We established a pragmatic program management framework, setting delivery priorities, success measures, and clear lines of accountability, as well as ensuring the program remained aligned to NHS 24’s wider strategic objectives rather than becoming technology led. 

Resulting designed strong governance and assurance arrangements that operated across the program, including Program Board support, technical and partner assurance forums, and clinical and hazards governance groups. These enabled timely, well-informed decision-making with appropriate clinical oversight and effective engagement across the client, its government body and partner organisations. 

The program governance was independently audited during delivery and received exceptionally strong feedback. The audit highlighted the clarity of governance structures and the effectiveness of issue and escalation management, giving senior stakeholders confidence that risks were being surfaced early and addressed in a controlled and transparent way. 

Resulting played a central role in managing program-level risks, dependencies and issues, providing independent challenge to delivery plans and assumptions, particularly where there was potential impact on live services or clinical safety. 

Alongside technology delivery, we supported the transition of service management capabilities in-house, including the service desk, change and major incident management. We also oversaw complex data activities, including delivery of a historization solution for legacy patient data and the migration of data into new platforms, ensuring continuity of access and compliance throughout the transition. 

Throughout delivery, Resulting functioned as an independent interface between NHS 24 and its system integrators, supporting procurement and supplier onboarding, assuring plans and progress, managing project Stage Gates at key milestones, and protecting our client’s commercial and operational interests. 

A consistent focus on operational readiness and benefits realisation ensured that technology change translated into practical improvements for staff, patients and the organisation. 

Benefits Delivered

• A complex, multi-partner digital transformation delivered on time and within budget 

• Stable go-lives with no drop in patient satisfaction, which is uncommon for major platform replacement 

• Improved operational performance, including reduced call wait times and handling durations 

• Governance arrangements independently audited and rated exceptionally highly, with escalation handling called out as a particular strength 

• Clearer risk management and robust clinical safety assurance 

• Successful insourcing of service management capabilities, reducing long-term dependency on managed service providers 

• A modern digital platform that supports ongoing service and operational improvement