This article is part of the “Turning Insight Into Impact” series from Peak Signal
The approach relates to the WHAT segment of the Change compass – head here to read more
Delivering the TO BE
from blueprint to reality
By the time we exit the ‘How’ phase, the heavy lifting of analysis is largely complete. But what we carry forward isn’t just insight, it’s a blueprint. This blueprint captures the future where optimised processes, a refined service model, and a proposed technology architecture are aligned to strategic objectives. While it tells us what good looks like, it doesn’t yet tell us how to get there.
The ‘What’ phase is where we make that transition. It’s about turning vision into execution through deciding which elements of the future state will be delivered, in what order, and with what impact. In the Peak Signal Change Compass, this means moving from theoretical design to practical planning and delivery, making sure that decisions are grounded in commercial and operational reality.
Steps include –
Step 1
Business planning as the bridge
While the original solution architecture developed in the ‘How’ phase is a valuable starting point, it rarely survives unchanged, often being reshaped by real-world investment decisions. We work with clients to update the architecture accordingly, defining what will be delivered, in what order, and how it will integrate with existing systems and capabilities.
This updated architecture becomes a practical foundation for technology planning. We support platform evaluations, procurement strategies, and internal build decisions. We focus on sustainable, supportable solutions that deliver against defined outcomes, not just technical ambition.
Step 2
Updating the architecture
The first challenge in the ‘What’ phase is scoping the change. Not everything in the blueprint will, or indeed should, be implemented at once. We work with stakeholders to assess what is feasible and most valuable, factoring in time, budget, strategic alignment, and operational readiness.
This is where business planning becomes essential. We help organisations map the proposed requirements and changes into financial models and delivery roadmaps. We analyse how process redesign and technology change intersect with investment cycles and revenue forecasts. Cost, benefit, risk, and resource planning are brought together into a coherent picture of what the transformation will realistically look like.
Crucially, we maintain traceability throughout. Each decision, whether to proceed, postpone, or pivot, is anchored back to user requirements, ensuring there’s a transparent and evidence-based audit trail behind what is chosen for delivery. This traceability strengthens governance, supports stakeholder confidence, and protects against scope drift during execution.
Step 3
Supporting change on the ground
Now we move into execution planning and support. Here, our work often spans a number of areas: project management, technology implementation and service enablement.
We help shape delivery teams, clarify accountabilities, and provide project management or assurance support. We help turn functional requirements into actionable workstreams, coordinate delivery sequencing, and ensure that each stage is properly governed and aligned to the broader plan.
In parallel, we support the operational readiness of the organisation. This includes helping define new roles and responsibilities, preparing job descriptions, identifying training needs, and shaping internal communications that keep teams informed and engaged. We know that transformation is as much about people as it is about systems.
Step 4
Embedding service excellence
Implementing a new process or system is only the beginning. Our goal is to help clients build services that are not just functional but are resilient and high-performing.
With deep service excellence credentials gained through extensive experience of actually delivering 24×7 broadcast critical high-availability services, we support the design and implementation of core service management processes. This includes defining incident and problem management flows, change control mechanisms, and the service performance metrics needed to monitor outcomes over time. These structures provide the backbone of long-term success, ensuring that what’s delivered isn’t just new but better. Our focus extends to building in the capabilities for continuous improvement, making sure that services can evolve in response to changing user needs, performance insights, customer feedback and organisational goals.
Step 5
Where strategy meets execution
As is evident, the ‘What’ phase is more than delivery, it provides the discipline of translating aspiration into action with the rigour of measuring impact. At Peak Signal, we don’t just hand over blueprints; we can be by your side throughout the journey helping you make them real. From cost modelling and solution design through to service launch and benefits realisation measurement, we have the capability to support organisations every step of the way.
We know that success isn’t just about just delivering what was imagined. It’s about ensuring it works, delivers value, and stands up to the demands of tomorrow.
In our next article, we examine the art of measurement – why it matters and the metrics everyone should be tracking.