Organisations tend to accumulate software, processes and, especially, people that become embedded, making change difficult. It often seems easier and prudent to make tactical alterations rather than the bigger decision to go the whole way and transform.
From an IT perspective it can be convenient to look at systems like Enterprise Resource Planning (ERP) but no system can do everything and do it well. An ERP system will be stronger at core finance functions just as a Customer Relationship Management system will be proficient at sales and marketing. Service and maintenance have their own demands and expertise, and therefore demand their own platform.

Bywell continues: “For our digital transformation, we undertook an evaluation of the various incumbent Computer-aided Facilities Management and Service Management applications within our group of companies and a comprehensive review of alternative systems in the marketplace. We selected Aeromark as our partner because of their strong sector experience, the functionality and their commercial model which offers a true partnership approach.”

She says there was lots to consider: “We needed operational integrity for each group entity; for compliance and resource optimisation; and we wanted to be able to share services across divisions. We also needed the ability to control cross-charging and commercial reporting across our technical care division in the one platform which would allow cross-company fluidity. We also had to ensure minimal risk to the group during the transition.”