Objectivity Ltd

A Message from Lord Pickles and Lord Blunkett, followed by Objectivity Ltd's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Objectivity Ltd is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles


Peter Brookes-Smith, managing
Quality of client
Objectivity are a values-driven IT outsourcing partner.
Headquartered in Coventry and founded in 1991, they
create win-win solutions for all stakeholders by designing,
delivering and supporting IT solutions that help their clients grow.
They are a mature, ethical organisation who hold innovation at the
heart of all they do. Having accumulated knowledge from a broad
swathe of professional sectors, from retail and engineering to
finance and real estate, Peter Brookes-Smith, managing director,
here discusses the philosophies that underpin their operations.
Achieving outstanding value for money cuts across every part of operations, from
procurement to HR and everything in between. The optimal use of every resource
at our disposal to achieve strategic goals is fundamental to success. Whether you’re
in the public sector, lowering your costs and creating better citizen outcomes, or in
the private sector, maximising returns – however defined – value for money (VFM)
is our common goal. I’m not just referring to cash; “money” is a catch-all proxy to
include hard-to-quantify resources like attention of senior management or capacity
of an organisation to change.
So, how can we get more VFM?
My business is Objectivity, and for more than 25 years, we’ve been helping
large organisations generate more VFM with their digital transformations. We’re
passionate about VFM because rare resources are needlessly squandered every
day. At a macro level, it saps our economy. In our own organisations, it’s a drag on
what we can achieve. Let’s explore some of the factors that cause transformations
to deliver better or worse VFM.
»Managing director:
»Established in 1991
»Based in Coventry, with a fully
owned subsidiary in Poland
»Services: Values-driven digital
transformation specialists
»Over 600 people on board
with innovative transformation
engineers across many
disciplines, including consulting,
user experience, user interface,
artificial intelligence, software
development and integration
Objectivity Ltd
Highlighting best practice
It’s vitally
important that
where we are,
where we’re
going and
»Awarded a European
Great Place to Work
title in 2017 and 2018
»Ethical framework:
Win-win for all our
stakeholders leading to
long-term partnerships
with our clients
For transformations that actually
make it over the line, “quality of client
strategy” is usually by far the greatest
determinant of VFM. Being correct in
the underlying belief that “if we do
this, we’ll get that” is critical. All roads
lead back to here. We should test and
prove or disprove that hypothesis as
early as we can.
Early and sustained delivery of
the most important benefits
With complex projects, it’s common
that the requirements contain
elements that don’t strictly lead to
the quantified benefits. Rather, those
elements are “obviously good things
to do”. In our experience, it’s often far
from obvious those elements bring a
The bigger a project is, the more
likely it is to fail. We believe the
best approach is to ruthlessly cut
everything that doesn’t directly
influence the quantified benefits.
Often, we can go even further and
phase work so that the biggest
benefits are delivered much earlier.
Those early benefits can often change
the situation such that later phases
are removed altogether or reduced
If it’s important to deliver the benefits
early, it’s also critical that we can
keep delivering them. We measure
sustainability in many ways. If the
solution is dependent on a small
number of engineers with rare
legacy experience, then it’s not
sustainable. If the solution is of such
poor quality that “business as usual”
maintenance takes too long, then
it’s not sustainable. If your supplier
owns the intellectual property and
can hold you to ransom, then it’s not
sustainable. If your supplier is “loss
leading” the implementation and
planning to generate profit in changes
and support, then it’s not sustainable.
Of course, there are many more pitfalls
on the journey towards sustainable
delivery of value. Take time to consider
what they are in yourworld.
Abandoned projects
Transformations are expensive.
Those that deliver no value because
they’re cancelled before completion
are embarrassing and a waste. If
there’s one thing more wasteful than
abandoned projects, it’s projects that
should be killed but are kept alive
for misguided reasons. If it’s going
to fail, then we must make it fail as
quickly as we can by doing the hardest
The same problem exists at the feature
level: the development of systems,
processes and training for functions
that will never or hardly ever be used
is wasteful. Get the proposed solution
in front of our real users as quickly as
we can and use what they say to kill
Early and sustained
It really hurts to go over the same
ground twice but we can’t minimise
rework to zero. Sometimes, our users
won’t react in the way we anticipate
and situations won’t be understood
correctly by our stakeholders. However,
when we delay showing our progress,
surprise our users with big changes
and fail to keep all our stakeholders
engaged, the amount of avoidable
rework grows.
We must be careful what we ask for
and reward. Sometimes misguided
helpers move heaven and Earth to
deliver it in the most inappropriate way.
Mankind’s endeavours are littered with
examples of complex reward systems
that led to unintended consequences.
Some are so obvious, such as paying
developers on the number of lines of
code created, and we can avoid them
easily. Others are so subtle, they can
only be seen after a long period when
the damage is irreversibly done.
Keep all engagements as simple as
possible, but no simpler, and check
regularly to be certain they’re working
Communication and
When many stakeholders need to play
a part in a transformation, it’s critically
important that everyone understands
where we are, where we’re going,
what needs to happen next and, above
all else, why. When things go wrong,
which they will, it’s essential that
all our stakeholders work effectively
together on the new plan.
Day rates
If everything else is equal, it’s always
best to pick the cheapest option.
However, when we wish to create
value by introducing new systems,
processes and cultural changes, our
work becomes enormously complex.
The path to riches we imagine at the
start looks very different from the
longand winding road we actually
take. The partners who will stand by
our side, shoulder to shoulder, and
then keep step through the highs and
lows aren’t a commodity to be chosen
on a day rate. If we take our time and
dig deeper during partner selection,
then we maximise our chances
Our values
are: people,
excellence and
Stakeholder collaboration
Partner selection


This article was sponsored by Objectivity Ltd. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister