Standard CharteredCustomer context
The global workplace and technology transition covered Microsoft 365 and Exchange, with dependencies across identity, devices, data, integrations, communications and support. The programme needed a common global approach, while regional teams retained responsibility for their local readiness and acceptance.
The delivery challenge
Global consistency alone was insufficient: a country needed the technology, user preparation and support capability required for its own launch. The programme had to connect central engineering and architecture activity with regional constraints, supplier work and the experience of affected employees.
What the team did
Build a country-based rollout roadmap
Employee journeys and country requirements informed the roadmap alongside identity, device readiness, integrations and support. We coordinated discovery, pilot activity and country launches across Microsoft specialists, engineering, architecture, regional technology, communications, operations and suppliers.
Define repeatable readiness criteria
Country readiness covered access, devices, data, integrations, communications, training, champions and operational acceptance. This established a shared structure for regional reviews while preserving local ownership of the evidence and decisions.
Govern migration and service transition
Readiness reviews, migration planning, stakeholder communications, issue management, cutover support and formal service acceptance formed a repeatable delivery cadence. Go/no-go, backout and hypercare were part of the model rather than separate activities at the end of the plan.
Use feedback to improve subsequent waves
Migration success, adoption signals, incidents, service stability and support capacity informed release decisions and later migration waves. We kept a feedback loop in place until each country met its user, product, service and operational criteria, and every remaining improvement had an accountable owner.
Keeping the programme on track
- Country readiness
- A repeatable assessment of access, devices, data, communications, learning and support.
- Release decisions
- Go/no-go and backout arrangements connected to migration and operational evidence.
- Hypercare
- User-impacting issues, service stability and support capacity tracked through early operation.
- Local acceptance
- Regional ownership retained within the global delivery and service-acceptance model.
What changed
- All 56 countries migrated
- Every country completed the Microsoft 365 and Exchange transition under one delivery approach.
- Local acceptance retained
- Regional teams kept ownership of readiness and signed off acceptance in each country.
- Adoption planned, not assumed
- Country discovery, pilot, migration, adoption, feedback and early-life support ran as one connected plan.
Outcomes describe the delivery result achieved on the programme. How we describe our delivery experience.
How this helped the customer
A consistent delivery approach gave the global programme control while regional teams retained responsibility for local readiness and acceptance. It connected country discovery, pilot, migration, adoption, feedback and early support.
Facing a similar challenge?
When a central rollout depends on local teams, common milestones need country-level ownership and evidence. Battlehill can connect programme delivery with communications, learning, champions, readiness and service acceptance, so the business preparation progresses with the technology.