7 With 30 million customers, a major failure of the operational service would be a matter of grave public concern. To meet National Savings' requirements and to achieve its expected returns on the project, SBS will have to transform the existing business processes, combined with a significant advance in information technology. These tasks involve a high degree of risk.
8 Two factors mitigate this risk. First, in contrast with SBS' existing contracts with the Passport Agency and the Immigration and Nationality Directorate, SBS is wholly responsible for new operational processes, supporting IT systems and their use by former National Savings' staff who have transferred under the deal. SBS therefore has more control over this project than on previous occasions, including the cultural change required from its new workforce. If SBS is unsuccessful, it will bear the financial consequences of failure. Second, as there is a system that works and can continue to work until new systems are up and running, SBS plan to change the business processes and supporting IT systems gradually, rather than taking a "big-bang" approach. Each stage, for the most part involving proven IT packages, is to be rolled out well in advance of contracted target dates, and small groups of operations staff will check usability and identify potential improvements.
9 As the transformation of business processes is central to the success of the partnership, National Savings is monitoring progress through an agreed governance structure and working-level contacts. Alongside this, National Savings has employed independent IT consultants to help it act as an intelligent customer when assessing SBS's proposals and progress.