Strategic Transformation in Action: Leading Change to Save £14 Million Across the UK Road Network
Delivering a complex technology transformation to enhance operational performance and resilience nationwide.
Optimised Processes
Over 30,000 unit and part orders enabled
through redesigned supply chain and
maintenance processes.
Increased Eciency
25,000+ ServiceNow tasks automated to
reduce manual effort and speed up response.
Improved Data Quality
Over 110,000 asset records cleansed
following a review of 3 million data points.
Reduced Risk
New commercial requirements removed
product quality issues that had previously
caused over 800 days of delay.
Value Secured
£200 million in technology units and
maintenance parts delivered to time, quality,
and cost—delivering £14 million in savings for
the client.
Client Overview
A national infrastructure provider dedicated to improving and operating the UK’s road network, with a priority to enhance the current operating model for roadside technology to ensure safety, reliability, and eciency.
Problem Statement
Operational technology, including sensors, digital signage, and control systems, plays a critical role in ensuring a safe and reliable road network. As network demands and system complexity grew, we identified a need to strengthen the client’s operating model. We led a comprehensive transformation across processes, systems, data, commercial arrangements, and procurement — enabling the organisation to scale effectively and deliver long-term resilience, efficiency, and value.
Approach
Cross 8 led an 18-month programme from discovery through to benefits realisation, structured into five clear phases.
1. Discovery
We worked closely with the client to assess the existing operating model—reviewing process flows, system architecture, data structures, commercial arrangements, and supplier performance. This phase provided the insight needed to align the transformation to operational goals and future demand.
2. Design
We collaboratively defined future-state processes, system enhancements, and commercial requirements—focused on enabling scalability, automation, and risk reduction.
3. Programme Management
We established a governance framework to support progress tracking, stakeholder alignment, and proactive risk management across multiple divisions and supplier groups.
4. Implementation
We oversaw delivery teams and suppliers to ensure changes were built, tested, and seamlessly integrated into live operations—minimising disruption and supporting adoption.
5. Benefits Realisation
We applied a structured benefits tracking approach to forecast, measure, and verify performance improvements and financial outcomes.
Challenges
The programme required strong coordination across internal teams and
supplier organisations, all within a fixed delivery window. Our focus extended beyond implementation to change adoption—ensuring that new processes, systems, and ways of working were fully adopted before programme closure. This was critical to achieving sustainable results and embedding long-term value across the organisation.
Conclusion
This 18-month programme delivered significant improvements—faster and at a lower cost than comparable transformations. Working in partnership with the client, we clarified key processes, systems, and commercial arrangements, then implemented changes to scale and automate operations, enhance procurement efficiency, and embed cleaner, more reliable asset data.
Our experience in leading complex transformations enabled the client to realise lasting effciency and cost benefits—directly supporting their goal of delivering a safer, more reliable road network for users across the UK.
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