Turning aged care strategy into delivery capability

Alyve helped a Victorian aged care provider build the delivery model behind its technology roadmap, lifting project completion rates significantly.

1050%

Improvement in work completion rate

23

Projects completed within 6 months

4

Person strategic unit embedded

Opportunity

The client had a clear ambition to modernise its technology environment. The challenge was ensuring optimised execution capacity.

 There were around 1,500 staff and 2,500 clients across residential aged care, in-home care, disability services, social services and specialist programmes. Its digital estate had grown to more than 30 enterprise systems, six separate reporting tools with no integration platform and no enterprise architecture.

The brief began as a business technology strategy. But as the work progressed, the central risk became apparent: the client did not yet have the delivery model required to execute the roadmap at pace.

Projects were active across the business, but completion was hard to measure and confirm. Only two pieces of work had been completed in the previous six months. Governance forums were operating, but inputs were inconsistent. Slippage was visible, but intervention was not structured. Reporting described activity, while leaders needed clearer signals to support decisions.

The client needed a strategy it could execute, and a delivery model it could sustain.

Solution

Alyve worked with the executive team over three months to develop the Business Technology Strategy and Delivery Roadmap.

The roadmap set out three phases, eight guiding principles, specific platform commitments and strategic metrics tied to quarterly review. It clarified the future technology direction, including fit-for-purpose SaaS for core operational systems, right-sized integration middleware and a stronger foundation for analytics, BI and AI.

A central recommendation to the board was the establishment of a Strategic Delivery Office.

Alyve then supported the client to build the delivery model behind the strategy. Working with the executive team, Alyve co-authored a Delivery Charter that defined how project delivery would operate across the business. The Charter established seven operating principles, a five-stage delivery model, required artefacts, governance rhythms and escalation triggers.

The model was deliberately designed for the client’s current maturity level. It introduced enough structure to create discipline, while remaining practical for a lean corporate team to operate.

Alyve embedded a four-person Strategic Delivery Unit covering architecture and integration leadership, delivery assurance, AI-enabled workflow support and partner-level oversight. The team worked alongside internal project managers and business analysts, took accountability for priority workstreams and used live projects to build capability in practice.

This approach allowed the delivery model to mature through real work, rather than through documentation alone.

Outcome

The client moved from two completed projects in the six months before the uplift to 23 completed projects in the six months after the new model went live.

The portfolio gained a clearer critical path, a more reliable governance rhythm and stronger leadership visibility of delivery pressure. Project leads had clearer expectations for planning, evidence, escalation and completion. Reporting became more useful because it was linked to action, decision-making and intervention.

Delivery capability grew through direct practice. Templates, artefacts and governance routines were applied to live work, giving internal teams a practical understanding of how the model operated. AI-enabled workflows helped improve the speed and quality of delivery documentation, while remaining proportionate to the client’s sector, budget and maturity.

The priority project pool was also streamlined against enterprise strategy, helping effort move toward the work that mattered most.

Alyve has since withdrawn from the delivery model. The client now owns the IP, operates a functioning PMO and continues to demonstrate the capability in day-to-day delivery.

The enduring outcome was confidence: a strategy supported by the delivery structure, governance and capability required to make it real.

Planning a platform change?

A strategy creates value when an organisation has the capability to execute it.

Alyve helps leadership teams close the gap between strategic ambition and delivery maturity by designing the roadmap, building the operating model and embedding capability through live work.

If your strategy needs to become delivery momentum, let’s start with the capability required to make it real.