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Don’t choose complication
The path to successful core business upgrades
Evidence-based insights and proven delivery approaches that reduce risk and time to value
Upgrading core business systems is one of the most the important opportunities for organisational efficiency and performance uplift across government, local government, and education.
Yet many programs take longer and cost more than expected, leaving organisations struggling to deliver value or, at worst, facing a “tech wreck” project.
To understand what drives success, TechnologyOne commissioned independent research from Intelligent Business Research Services (IBRS). The ‘Fast Tracking Economic Advantage’ report reveals clear patterns that separate successful projects from those that struggle, helping organisations reduce risk and reach value sooner.
It looked at 23 real world examples and outlines the factors that determine success or failure.
The one factor most associated with poor outcomes: overreliance on tier 1 consulting firms. From defining the problem, choosing the solution to implementing and running the new system, these consultants consistently add complication, cost and time.
The 
difference
The IBRS research shows that core system programs succeed when scope is controlled, ownership stays with the organisation, and delivery incentives are aligned to outcomes. TechnologyOne’s SaaS+ offering is designed around those principles.
SaaS+ replaces open-ended implementation models with a clear, predictable delivery approach. You work with one accountable partner, a defined scope, and a single pricing model that removes the incentive to extend timelines or introduce unnecessary complexity.
By reducing reliance on large consulting programs and focusing on proven delivery patterns, SaaS+ directly addresses the causes of delay and cost escalation highlighted.
One partner. One price. One point of call. That’s SaaS+.
How consulting-led delivery increases risk and cost
Across the 23 programs analysed, IBRS found one factor more closely correlated with poor outcomes than any other: overreliance on tier 1 consulting firms. Counter to expectations, programs led primarily by large consultancies were more likely to experience extended timelines, higher costs, and delayed value.
One transformation examined in the research relied heavily on a tier 1 consultancy to define, plan, and deliver the program. A lengthy requirements phase focused on documenting and replicating existing processes rather than simplifying them. As scope expanded, timelines extended and costs increased.
Before meaningful value was realised, confidence in the program eroded, highlighting how consulting-led delivery models can increase risk when scope discipline and ownership are lost.
Economic & Outcome Findings
ICT Operational Cost Savings
Significant BAU cost drops, especially from aging on-prem solutions.
Migration is Zero-Sum for Change
Cost parity between upgrading existing vendor vs. new platform. Use as opportunity to rethink ERP.
Efficiency & Productivity
Focus on priority processes & CM for tangible gains (e.g foster month-end closing).
Return on Investment
Often a long-term measure (e.g. Year 4). Enhanced by automation & robust testing.
Staff Satisfaction & Ease of Work
Intended outcome (better U), but rarely measured post-implementation
“Relying heavily on tier 1 consultants introduces delays for two reasons: there is little or no imperative to minimise effort and reduce time to value for the client because of their time and material pricing model, and it introduces coordination challenges.
In contrast, a strong in-house team leading the effort expedites the process.”
Dr Joseph Sweeney
Examples in Action
These case studies illustrate how delivery choices shape outcomes in practice. Drawing on real programs examined in the IBRS research, they highlight what drives success and how different approaches influence cost, time, and value.
Government transformation succeeds when scope stays disciplined
Federal agency ageing SAP financial system replacement.
Replaced an ageing system by narrowing scope to essential capabilities, completing delivery in nine months instead of two years.
Local council scales services without increasing headcount
Migrated legacy 2003 ERP to modern SaaS platform.
Digitised field workforce through mobile-enabled work orders. Absorbed three years of growth with no additional staff.
Consulting-led SaaS migration increased cost and risk
Federal agency for 2,700+ staff from on-premises productivity tools to a SaaS environment.
Significant proportion of investment was absorbed by external consultancies, limiting internal capability uplift and extending delivery timelines. While long-term value is expected, the case highlights how heavy reliance on third-party consultants can increase costs and risks.
Turn insight into action
Download the full Fast Tracking Economic Advantage report here to explore the findings in detail or fill out the form below to discuss with a TechnologyOne team member how SaaS+ supports lower-risk delivery and faster time to value.