Articles

Decorative. The idax and Impact Team logos next to each other.

Introducing our strategic alliance with idax

The Impact Team is pleased to announce a new strategic alliance with idax, a world-leading identity analytics company. This alliance will augment our delivery of digital transformation initiatives to our clients through a combination of idax’s cutting-edge identity risk analytics and the Impact Team’s bespoke risk resilience initiative. We’re really excited about the opportunities this will bring for the future, and the benefits to our clients.

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Measuring Digital Maturity

There are many ways of measuring digital maturity and it’s rarely a simple tickbox exercise on what’s good or bad. Competency, organisational uniqueness, attitude and approach mean that your journey through different maturity levels will be unique to your business.

A man holds an iPad showing an annual calendar next to a laptop showing a variety of charts

Boom and Bust: Budgets & People

If we can’t find a way to smooth the curve of supply, we don’t just face the problem of the spike - we lose knowledge, we lose pace and we leave the business frustrated that we can’t deliver in the timeframe we would have achieved had we not had to align our skills management to the arbitrary measure of the Gregorian calendar.

An image showing a man standing on top of a mountain with the quote "The biggest risk is not taking any risk" by Mark Zuckerberg.

You Can't Release That!

If you’re a bank or other financial organisation and you’re releasing software in production, you’re not supposed to take risks. Forget the fact that our entire financial industry is based on risk, software is supposed to be safe as houses, and not put the business ‘at risk’.

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Bootstrapping Agile Delivery inside Financial Services

A great deal has been written about Agile in recent years and although most financial firms have already embraced this method over traditional waterfall ways of working within the product and IT domains, few have properly been able to transform to their organisations’ operations around a progressive multi-disciplined agile agenda.

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Change as Usual (CAU): The Case For Never Starting A Project

A lot has been said about the differences in organisational construct when tackling a particular project versus dealing with the business as usual (BAU) tasks associated with running your firm. What methodology works best? Do you fully embrace Agile or are you wedded to Waterfall ? Or do you implement a blend of the two and benefit from a mixed output as a result, like most organisations?

A top-down image of people working at a desk showing laptops

Project Communications: Keep This Workstream Front & Centre

Perhaps the Communication Workstream sometimes gets overlooked as being slightly nebulous, a soft requirement in a world of pressured deliverables. But it really is essential for validating progress, ensuring adherence to a common goal, and for uncovering issues and risks which might otherwise end up siloed in a single group within the programme.

A laptop on a desk in front of a window

Ways of Working: Technology, Tools & Attitude

When it comes to attitude, no tool can make a person embrace a different way of working. But seeing projects succeed certainly can, and we look to positively reinforce our personal experiences regularly. We encourage over-communication. We certainly find that the more we communicate, the fewer opportunities there are for blockers to not be brought to light and for solutions to be identified more quickly, and with greater creativity.

Headshots of Mark Rothwell-Brooks and Mike Davey over a title slide entitled "Design Systems"

The Experience Practice: Design Systems

There’s a lot of discussion in the Digital space at the moment about Design Systems: what they are, why they are important and what benefit they deliver to organisations.In the first of a series of conversations, Mike and Mark touch on the topic.

Headshots of Mark Rothwell-Brooks and Mike Davey over a title slide entitled "Design Operations"

The Experience Practice: Design Operations

Everyone knows about DevOps, but what about DesOps?

A woman works on a laptop in a coffee shop by a window

Ways of Working: Adaptability Is the Key

To be most productive, embrace the flexibility of working remotely. Trust your colleagues to do the same. You might just find that you get just as much, or more, out of your day than when you lost 2 hours of your day to travel.

A woman holds a phone whilst sitting at a laptop

Digital Transformation in Banking

There’s a significant benefit to declaring victories early on in a programme, even if those victories are seemingly inconsequential when compared to the bigger picture or goal. Success breeds success and achievements are not only psychologically important for the execution team themselves but equally so for your stakeholders. Planning those quick wins and identifying how they would be measured is crucial.

Headshots of Mark Rothwell-Brooks and Joe Wilks over a title slide entitled "IR35 Reform"

IR35 Reform

Joe Wilks and Mark Rothwell-Brooks talk about IR35 reform.

A post-it note with a lightbulb drawn on, stuck to a cork pinboard

Agile Working in a Digital Bank: Launching into Production. Is It Working?

To get things live, you’ve got to work with the system, not ignore the system. Agile when done correctly does deliver the capability to launch product and iterate swiftly. Uber and Monza are classic examples of this, but their starting positions were not saddled with 150 years of DNA that is counterintuitive to the core belief that better is the enemy of the good.

A stylised image of a human brain

Not Just Thinking, But Doing

In order to fairly and objectively assess what’s happening in your firm, your department, or your team, whether it’s BAU, a tactical project or a strategic plan, you need to be open and willing to accept that you’ve got it wrong, you’re

A man sits across a desk from two women who are reading a CV in front of them

The Curse of the Broken Hiring Process

Top talent is on the contract market for less than 2 weeks - at best. If you expect the candidate to hang around whilst you go through a protracted process of approvals, second or third interviews, background checks, contractual back and forth before making an offer, then chances are, you’re wasting your time. The Impact Team have a series of accelerators that help you change the root cause of the delays, streamline your demand assessment, and more effectively manage the supply options.

Let us make an impact on your next project

Whether you have a project in mind, are interested in working with us or just want to learn more about what we do, please get in touch.
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