Start Strong: Aligning Vision and Delivery from Day One | The TOM and System Implementation Alignment Series

By Giray Takar, Principal Consultant

When a transformation programme involves both a target operating model (TOM) and a system implementation, one of the first questions that comes up is: which one leads? It’s a familiar chicken-and-egg scenario and getting the sequencing right can make or break the programme.

One of the biggest traps we see is clients viewing the system implementation as a technical project, and the TOM as a separate business initiative. That separation often leads to misalignment where the system doesn’t support the future-state operating model and neither delivers the intended value.

The answer isn’t one or the other. To deliver something that truly sticks, the TOM and the system need to be developed and delivered in lockstep with the TOM setting the vision, and the system enabling it.

This article is the first in a three-part series on ‘The TOM and System Implementation Alignment Series’ exploring how to approach that challenge. We’ll start with what needs to happen upfront: getting aligned, defining scope, and building a plan that supports both the system and the future-state business. Later, we’ll cover delivery and governance, and then post-implementation sustainment.

For now, we’re focusing on the foundations and how to get them right.

1. Clear objectives and alignment with the TOM

Setting clear objectives is one of the most important steps in shaping a successful programme. That means going beyond high-level ambitions or system requirements. The objectives should be SMART – specific, measurable, achievable, relevant and time-bound – and reflect both functional goals and broader strategic outcomes.

That might include improving efficiency, reducing operational costs, increasing data visibility, enhancing user experience, or meeting regulatory obligations. But most importantly, the objectives need to support the TOM.

The TOM defines the target state of the organisation: optimised processes, new structures, better governance, and supporting technology. The system implementation should be designed to help enable this future, not just digitise the present.

That means making sure the system:

• Supports the business processes outlined in the TOM
• Reflects the organisational structure and roles of the future state
• Integrates effectively with the rest of the technology ecosystem
• Reinforces governance, compliance and performance monitoring

I worked with a firm that ended up recreating old processes on a shiny new platform; not because they wanted to, but because the system didn’t support what they’d envisioned in the TOM. That mismatch created serious tension with the vendor.

The reality is systems aren’t always built for your TOM straight out of the box. Sometimes you need to flex the TOM to fit the system – at least in the short term – then work with the vendor to close the gaps later. But that only works if you go in with eyes open.

When your system objectives are tightly connected to the TOM, you’re far more likely to see lasting value, seamless adoption and meaningful change.

2. Governance and leadership

Good governance and strong leadership are two of the most critical enablers of a successful transformation, and yet, they’re often overlooked at the start.

Governance gives the programme structure. It defines how decisions are made, who’s accountable, and how progress is monitored. That might mean setting up a steering committee, defining project leads, and creating clear escalation routes, all aligned to the TOM.

Leadership, on the other hand, is what brings energy, clarity and alignment to the programme. Leaders need to articulate the vision behind the transformation, build trust across teams, and help bridge the gap between business and technology.

When governance and leadership are both active and engaged:

• The programme stays aligned to business strategy and TOM outcomes
• Risks and issues are escalated and resolved quickly
• Teams are more likely to collaborate and stay engaged through change

3. Project scope and change control

A clearly defined scope gives shape to the programme. It sets boundaries, helps manage expectations, and gives delivery teams the focus they need to stay aligned. And crucially, it ensures that what’s delivered supports the strategic aims of the TOM.

Scope definition should include in-scope and out-of-scope processes, functions, business units, geographies and integrations. The clearer and more specific this is, the easier it becomes to keep delivery on track.

But no matter how well you define your scope, change requests will come. New requirements will surface. That’s why a structured change control process is essential, not just to track requests, but to assess their impact on time, cost, resources and alignment to the TOM.

A strong change control process should prioritise changes based on the benefits they deliver, not on who’s asking. That means applying a clear, objective scoring framework that captures the expected benefits for all stakeholders and helps prioritise changes accordingly.

Where we’ve seen this go wrong, it’s often because decisions are driven by internal politics or personalities. Change control can quickly lose credibility if it’s seen as subjective or inconsistent, so it needs to be structured in a way that removes that conflict.

By linking both scope and change control to the TOM:

• Delivery teams can stay focused on future-state outcomes
• Stakeholders stay aligned on priorities, rather than old processes
• Investment and effort are directed to what will actually deliver long-term value

4. Comprehensive Planning & Scheduling in System Implementation and Target Operating Model Alignment

A well-structured plan ensures that all critical activities are sequenced logically, dependencies are managed effectively, and resources are allocated efficiently to support both the technical delivery and the realisation of the desired future-state operations.

Planning should begin with a clear understanding of the TOM—how the business intends to operate in its future state across processes, people, technology, data, and governance. The system implementation plan must be designed to support and enable this vision, not just replace or upgrade existing systems. This includes aligning project milestones with TOM readiness checkpoints, such as organisational restructuring, process redesign, data migration, training, and change management.

A robust schedule should:

• Incorporate end-to-end activities across business and IT, including design, development, testing, deployment, and post-go-live support.
• Account for key transformation enablers such as business process mapping, role transitions, and policy updates driven by the TOM.
• Identify and manage critical path activities, integration points, and cross-functional dependencies to prevent bottlenecks and delays.
• Include risk buffers and contingency plans to handle potential deviations while staying aligned with TOM-driven outcomes.

Additionally, integrated planning enables proactive coordination among internal teams, external vendors, and key stakeholders—ensuring that progress toward system delivery is matched by readiness for TOM adoption.

What’s next

Getting the early stages right sets the tone for everything that follows. When the objectives are clear, the scope is controlled, and governance is active, you’re in a far better position to deliver transformation that sticks.

There’s also one big question that needs to be asked early: How confident are you that the system you’ve chosen can deliver to the TOM? It’s a critical moment of reflection because in most cases, there will need to be compromises on both sides. Whether that means flexing the TOM to fit system capabilities, or working with the vendor to adapt functionality, it’s better to surface those trade-offs upfront than face tension mid-delivery.

How Liqueo can help

At Liqueo, we specialise in delivering complex system implementations and TOM-led transformation for asset and wealth managers. Our experts combine specialist domain expertise with hands-on delivery experience – so we understand both the strategic intent behind the TOM, and the technical realities of making it happen.

Whether you’re at the early planning stages or need a reset mid-delivery, we help clients stay aligned, avoid the common pitfalls, and deliver outcomes that last.

If you’re planning a transformation and want to make sure your system and TOM are working together from day one, get in touch.