Bought and Sold

If you do the X / Bluesky thing, follow me at @HousingITguy or LinkedIn here https://uk.linkedin.com/in/tonysmiththathousingitguy

Rubixx, those new owners, big ambitions....

There aren't too many occasions in the UK social housing IT market when an innovative, relatively young supplier genuinely shakes things up, wins customers and, perhaps more importantly, keeps them happy. 

Rubixx in its original form appears to have managed exactly that. I've encountered plenty of satisfied Rubixx customers over recent years, something that isn't always easy to find in the housing management systems market. I've also recently been involved with Hanover Scotland on a particularly successful Rubixx procurement and implementation, as Critical Friend, where I've seen first-hand what can be achieved when a committed social housing provider and a responsive software supplier work properly together. It's refreshing when implementation meetings are mostly about making progress rather than compiling another list of reasons why something can't be delivered!

Also, a supplier keen on multiple occasions to tell us, "We are not for sale".

So the late September 2026 announcement that Rubixx, alongside Voicescape, has been acquired by the newly formed Elevare Software Group, backed (inevitably) by private equity investor Livingbridge, is certainly interesting. Elevare is led by experienced ex-Capita software industry executives David Lockie and Elona Mortimer-Zhika, bringing considerable experience of growing technology businesses. The group has made much of its intentions to invest, innovate and help these businesses grow while retaining their identities. All sounds rather promising, doesn't it? And with Voicescape's established strengths in resident engagement, automation and predictive income collection alongside Rubixx's cloud-based housing management and finance capabilities, there are some potentially attractive opportunities for social landlords.

One particular historic challenge that Rubixx has had is cracking the larger landlords, many of which I am sure would have welcomed their refreshing approach. Lack of significant cash reserves, ISO this that and the other etc, plus the more onerous requirements that larger providers rightly have, do connive to blunt Rubixx capability in that part of the sector. Maybe this move will shore up ability to respond to more voluminous requirements and the risk profile of bigger RSLs. Few bigger contracting bodies are comfortable with a five page contract unfortunately.  

What interests me most, however, isn't the ownership structure, investment headlines or the inevitable talk of AI transforming absolutely everything before we've even finished our last brew. It's what happens to Rubixx's existing and generally extremely royal customers. From my experience, one of the company's strongest selling points has been the accessibility of its people, responsiveness to customer requirements and willingness to get things sorted. 

Smaller suppliers can sometimes achieve something their larger competitors struggle with: customers actually feel that somebody is listening. I've seen enough housing IT implementations over nearly three decades to recognise that this is worth considerably more than another glossy product roadmap. Rubixx's new owners would be wise to recognise that they've acquired more than software and recurring revenue. They've acquired a reputation and some hard-earned customer goodwill. Substantial releases every eight weeks another key attraction.

Of course, additional investment could be excellent news. More experienced developers, implementation consultants, customer support specialists, more AI capabilities and product experts could help Rubixx further accelerate development, strengthen delivery capacity and compete for larger housing association contracts. The opportunity to recruit talented people, potentially including some with experience of larger housing software businesses such as Capita, could bring valuable knowledge and discipline. But here's the rub: more people don't automatically mean better service. I've witnessed suppliers grow their headcount, introduce several exciting new management layers and somehow make it harder for customers to speak to anyone who actually knows the answer. That's quite an achievement, although probably not one to put in the annual report!

There are also some interesting questions about where Elevare takes its new housing technology portfolio. Will Rubixx and Voicescape remain distinct, complementary solutions, or will customers eventually see deeper integration across housing management, customer engagement, income recovery and automation? Could the investment make Rubixx a more credible contender for medium-sized and larger landlords that might previously have considered it too small? Certainly a sector segment where Rubixx has historically not been seen, And critically, will growth be supported by the same straightforward customer relationships and implementation approach that have helped establish its reputation? Existing customers will understandably want continuity, stability and an improving product. Prospective customers will want evidence that the additional financial backing translates into greater capability rather than simply bigger sales targets and more communication layers.

Personally, I welcome the investment and hope it proves a tremendous success. I have known Simon Reay for over a couple of decades and I have confidence his heart is in the right place. I trust his change in direction is for the long term, don't let your believers down fella.  

The ever shrinking UK social housing IT market needs credible competition more than ever, fresh thinking and suppliers prepared to challenge some of the established names. Rubixx has demonstrated that there's room for a different approach, and my own experiences, particularly at Hanover Scotland, give me good reason to be optimistic. 

The real test now for Elevare won't be how quickly it expands or how many impressive industry executives it recruits. It'll be whether those existing Rubixx customers are still singing its praises in two or three years. If the new owners can combine greater financial strength and technical capacity with the personal service that helped Rubixx succeed, they'll have achieved something rather special. Just don't turn a good, responsive software company into another corporate sausage machine, where customers need a reference number, three escalations and a committee meeting to get something fixed!

Struggling on non-Cloud and legacy solutions  ? 

Give me a call, I will drop in for a cuppa & bring your favourite biscuits ☕

       Related Post: Before rushing to market, research it and warm it up

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I would be pleased to connect with you on LinkedIn - http://uk.linkedin.com/in/tonysmiththathousingitguy Message me with any issues or queries, you would like to be explored in this blog. We generally receive a couple of suggestions each month.

Rory Gallagher - Bought & Sold

(c) Tony Smith, Acutance Consulting www.acutanceconsulting.co.uk 07854-655009


Access a quick list of our Social Housing ICT blog posts here , what projects do we get involved in? Access them here

Could we help you or your organisation? Our contact details are here , get in touch we will be pleased to chat about your problems and help with your organisation issues.

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10% Pistol

If you do the X / Bluesky thing, follow me at @HousingITguy or LinkedIn here https://uk.linkedin.com/in/tonysmiththathousingitguy

The project last 10%. Where optimism goes to die.

If you've worked in #socialhousing #ICT for any length of time, you'll have heard those immortal words: "The project's 90% complete." Lovely. That's reassuring, isn't it? Particularly when it's been 90% complete for the last six months, the go-live date has moved three times and the Project Board is still being treated to a sea of green RAG statuses. In Manchester, we'd probably call that taking the p*ss. In project management circles, apparently it's called 'making excellent progress'. Also, I am always dubious of anything meeting round multiples of ten, not much else in life manages that.

The problem is that 90% of what, exactly? Configuration? Development? UAT? The supplier's invoice milestones? A Housing Management System (iHMS) or CRM implementation isn't finished because somebody has configured 200 screens, 250 config items (in a big crazy spreadsheet then replicated it in a live database), written a few interfaces and demonstrated a process using three carefully selected test records. It's finished when real housing staff, Neighbourhood officers and the rest of the good folk at the coalface, can do real housing jobs with real data. Unfortunately, that inconvenient little detail tends to get buried somewhere beneath an impressive PowerPoint presentation and a spreadsheet full of reassuring percentages & RAG ratings.

Then comes User Acceptance Testing (UAT), where reality has an unfortunate habit of gatecrashing the party. Suddenly the migrated tenancy data doesn't quite match, the finance interface has developed a mind of its own, repairs processes fall over when faced with anything remotely complicated, and the reports that everyone assumed were included turn out to be somebody else's responsibility. Meanwhile, the handful of business SMEs who actually understand how the organisation works are expected to test everything while carrying on with their normal jobs. But don't worry guys, we're still 90% complete. Apparently the other 10% includes most of the things essentially needed to run the business.

And let's talk about governance. Too many Project Boards are fed a sanitised diet of carefully polished optimism, where red risks become (late) amber issues, amber issues become green actions, and anything particularly embarrassing gets reclassified as a 'future enhancement' or 'technical debt'. The original go-live date quietly disappears, replaced by a 'revised delivery roadmap', which sounds much nicer than admitting we're late. Nobody wants to be the miserable ejit pointing out that the Emperor isn't wearing any clothes, particularly when there's a supplier insisting everything is under control and a senior sponsor who's already announced the launch to the organisation. Often I have worked at that Critical Friend that holds an essential mirror up to the project. Not having a dog in the fight means I work totally independently, bringing truth and potential fixes.

Here's a radical suggestion. Stop asking what percentage of the project is complete and start asking whether the bloody thing works. Can an income officer manage arrears properly? Can a repairs planner raise, schedule and complete a job without performing acts of digital gymnastics? Can customer services see an accurate picture of the tenant? Do the integrations work, has the migrated data been reconciled, and have actual users signed off the end-to-end processes? Are we genuinely ready to operate and support the system? If the answers are no, then spare us the 90% nonsense. A project is either ready for go-live or it isn't. There's no special prize for having the greenest dashboard in the room.

The uncomfortable truth is that the last 10% can easily consume more time, money and goodwill than the first 90%. That's where all the shortcuts, assumptions, optimistic estimates and decisions kicked down the road come home to roost. A successful housing IT project isn't one that's been declared almost finished for the best part of a year. It's one that delivers something useful, reliable and fit for purpose for the people who actually have to use it. So next time someone announces that their project is 90% complete, ask them what's left, who's responsible and when it'll genuinely be finished. And if the answer involves a 'short period of stabilisation', 'some minor outstanding dependencies' and 'a small number of workarounds', you might want to put the kettle on. 

Good chance, you're going to be there a while.

Are you close to going out for new housing system(s)? - We got you 

Give me a call, I will drop in for a brew & bring the Fox's extra chocolatey ☕

       Related Post: Ever felt your supplier is holding you hostage in your implementation?

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I would be pleased to connect with you on LinkedIn - http://uk.linkedin.com/in/tonysmiththathousingitguy Message me with any issues or queries, you would like to be explored in this blog. We generally receive a couple of suggestions each month.

Black Keys - Ten Cent Pistol

(c) Tony Smith, Acutance Consulting www.acutanceconsulting.co.uk 07854-655009


Access a quick list of our Social Housing ICT blog posts here , what projects do we get involved in? Access them here

Could we help you or your organisation? Our contact details are here , get in touch we will be pleased to chat about your problems and help with your organisation issues.

File Under: #HomesForBritain,#HousingDAY,#InternetOfTenants,#Shout,#UKHousing, 07854655009, 1st Touch,1stTouch,360,365Agile,3squared,4Js, ACL,ALMO,AMS,AX,Aareon,Abritas,Academy,Accuserv,Accuserve,Active Housing,ActiveH,ActiveF,ActiveFinance,ActiveHousing,Acutence,Advanced,Affinity,Aidenn,Agile,Agile365,AHB,AirWatch,Alscient,Alfresco,Alignment,Allpay,Amazon Web Services,Anite,Apex,App,ArchHouse,Archouse,Asprey e-state pro,Asset Management,Associates,Aurora,Average IT Costs,AWI SX Integration Toolkit,AWS, BI,BO,BPR,BancTec,BigChange,Blockwise,BluTek,Bluebox,Blueprint,BrikHousing,Browser Applications,BC, Business Central, Business Objects,Business Planning,Business Process Review,Business social networking, CACI,Capita One Housing,CBL,CCS IT Keystone CCSIT,CEDRM,CHICS,CHR,CIH,CMS,COA,CORE,CPL,CRM,CRM2013,CRS,CTI,CTX,Cadcorp,Capita,CapitaOne,Capita One,Capital Management,Cashflow,Castle,Castleton,Castleton Technology,Cedar Open Accounts,Cerrus,Change,Charges,Chartered Institute Of Housing,Cheaper Housing IT,Chics, Citrix,Civica,Civica CTX,Civica Cx,Civica Genero,Civica Saffron,Clearview,Clik,Cx Assets, Cloud Dialogs,CloudDialogs,Coactiva,Codeman,Comino,Commontime,Community Reward Services,Company,Competitive Dialogue process,Component Accounting,Consilium,Consolidation, Consultancy,Consultant,Consultants,Contact Manager,Context,Contractor Systems,CorVu,Cost Reductions,Covalent,Crystal Reports,Customer Relationship Management,Cx,CxFeedback, DRS,Deeplake,Datatank,Designer Software,Development Systems,Director,Document,Documotive,Docuware,Dynamic AI,DynamicAI,Dynamics 365,D365,Dynamics365,Dynaway ECMK,EDM,EDRMS,ERP,ESRI,Elmhurst,Enghouse Interactive,England,English,EnterpriseBI,Estatecraft,Esuasive,Esynergy,Etive,Exhibition,Exponential-e, F&O, Facebook,Factorwise,Fast Lean Smart, Field Service management,Finance,Financial Systems,Financials,FLS,Footprint,Forms,Freezes,Fusion,Fuzzlab Gas Tag,G-Cloud,GCloud,GDPR,GGP,GIS,GasTag,Genero,GeoSolveIT,Getting best from,GoTonySmith,Grasp,Grip,Group Apex, HCL,HFI (Housing Financials interface),HG,HRA,Hardware,Hitachi Systems,Hitex,HomeMaster,Hometeam,HouSys,House,Housemark,Housemark survey,Housing,Housing Contact,Housing Group,Housing Insight,Housing Management,Housing Management Consultant,Housing Partners,Housing Portfolio Management System,Hub Asset Management,Homeswapper,Housing jigsaw,HousingOne,Housing-One, Housing Support Pro,HousingIT,HousingSupportPro,HyperOptic, IMS,IPC,iProperty Cloud,IT,IT Budget,IT Training,ITIL,Impact Response,In,In4,In4Systems Promaster,InfinityGroup,InfoBoss,Infoshare+,InHouse,InMotion,InMotion2015,InMotion2016,InfoBoss,Infoflow,Information,Information Technology,Information@Work components,Informix,Innovation, Informetis,Inphase,Inside Housing,Insight,Internet Portal,Internetalia,Invu,Ireland,Irish,itLab,InclineIT, Keyfax,Keylogic,Keypera,Keystone,Kirona,Kypera,Keynamics, Landlord,Ledgers,Linkedin,Liquid,Locality,Localz,Looking Local, M3,MadeTech,Manifest Software Solutions,MAVIS,MD,MDM,MI,MIS,MIS-AMS,MISCS,MRI,MS Dynamics,MRI,MS Dynamics CRM2011,Microsoft365,microsoft 365,MWL,Management,Management Server,Manifest,Measuring,Mebus,More IQ,MoreIQ,Microsoft Dynamics 365,Microsoft dynamics GP 2013,Miracle,MobileIron,Mobysoft,Monopoly board images and pictures,Montal,Mr Void,MriEngage,MrVoid,MoreIQ, MRI,MRI/Capita,MRI Housing One, NDL,NINTEX,NINTEX workflow,NPS,NPS ASSIST,NPS Housing,NPS Job Manager Mobile,NROSH,Natural,Neighbourhoods and Communities,Nintexworkflow,Northgate,Northgate Codeman,Northgate Public Services,Notice, OA,OGC Buying Solutions,OJEU Limits,ORS,Ohms,OmFax,Omni,Omniledger,One,OneAdvanced,OneServe,Open source,OpenContractor,OpenHousing,Opti-time,Options,Optitime,Oracle,Orchard,Outsource and outsourcing,OutSystems, PIMMS,PIMSS Data,PM,PRINCE2,Paloma,Pamwin,PanConnect,People Value,Peoplevalue,PfH,Pick,PlanForm,Planned maintenance,Plentific,Plus,Portfolio Management System,PowerObjects,Pro,Pro-Points,Prodo,Progress,Promaster,Propeller,Propoints,Proval,Providers,Pyramid, QL,QLX, QLF, QL Yuneo,QuantSpark,Qube,QLX,Qlikview,QueryView,Queryview reporting,Quiss, RM865,ROCC,ROCC Orchestrator , ROCC Tracker, RPs,RSL,Rave,ReAct,Reality,RedkiteCRM,ROCC Attend,Red Olive,Registered,Registered Social,Rent Increase,RentSense,RentSenseLite,Repairfinder,Reporting,Reports,RobotAutomation,Rubix,ROCC, Rocket,Rubixx, Salesforce,Salesforce.Org,SAP,SASSHA,Sava,SDM,SHBVN,SM,SOTI,SP,SQL,SQL Open Housing,SQL Reporting,SQL Server,Saffron,Safron,Saturn,Scenario,Scotland,Scots,Scottish,Scout,Sequoa,Serengeti,Serros,Server,Service,Services,Servitor,Sharepoint,Sim,SimPro, Simdel,Simdell,Slash and Burn,Social Housing ICT,Social Housing Software Applications,Social Media,Software,Software solutions, Solvares, Spotlight Service,Spotlightservice,Star rating,Stores and Stock,Strategic,SunAccounts,Sunguard,Surveys,Streetwise, Swordfish,Sx3,Symatrix Human,System alignment,Systems,Systemwise, T-Files,TEAMS,TED,TFiles,TP Tracker,TSG,Tagish Casework,Tagra,Task,TAIM,Techlabs,Technologies (India) PVT Limited,Telecetera,Template,Terminal Services,That,Three Star,Tilt,TiltAffinity,Today,Tony Smith,Tony Smith That Housing IT Guy,TonySmith that housing IT,TonySmithHou,TonySmithHousing, ,TonySmithHousingITguy,Total,Total Mobile,Totalmobile,Trace,Tribal,Twitter, U2,UC,UK,UK Housing,Ukhousing,UniClass,Unidata,United Kingdom,Universal,Universalcredit,Universe,Unrest, Valueworks,Van Stock,Vantage,Vantage Sentinel,Version,Virtualisation,Visitour,Visualmetrics,Voice,Voice and data,Voicescape,Voluntas, Wales,Welsh,Wheatley,Windows Server,Workflow and,Work Hub,Works Connect, XML,Xen App,XenApp,Xmbrace, Yuneo,TS Acutance Consulting, ...

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Dark Maven

If you do the X / Bluesky thing, follow me at @HousingITguy or LinkedIn here https://uk.linkedin.com/in/tonysmiththathousingitguy

I read an interesting article in last weeks Guardian about AI targeting of that girls school in Iran and possibly how that went pear-shaped. While most of what papa Trump touches goes wrong this is a surely data shaped cock-up.

The bit in that article lands harder than all the usual breathless AI chat, because it gets to the real problem. It was not some magic machine turning evil on its own. Surprise, surprise it was stale data, bad assumptions, poor governance and human beings building speed on top of shaky foundations. That is the bit people in SocialHousing and Asset Management ought to be paying attention to, because we are in danger of doing our own smaller-scale version of exactly the same thing.

No, social housing is not a war zone (I mean now and again it may feel so!), and I am not being melodramatic. But the underlying lesson is the same. When old, wrong, shanky or incomplete data is fed into newer, faster, more sophisticated reporting tools, the output can look clever while being fundamentally unsound. The system appears confident. The dashboard looks polished. The report has plenty of decimal places. The presentation to the board feels reassuringly modern. Meanwhile the underlying asset data might be a mess. Only our asset management colleagues at the sharp end may actually realise this.

That is our Achilles heel.

I see far too much discussion at the moment about clever tools, predictive analytics, AI, optimisation engines, automated investment planning and all the rest of it, with nowhere near enough honesty about the quality of the data sitting underneath. If your component records are patchy, if installation dates were guessed fifteen years ago during a rushed LSVT stock condition exercise, if replacement history, or subsequent SCS's have not been consistently updated, if attributes have been bulk-loaded from old systems with half the meaning stripped out, then wrapping that in shiny new software does not create truth. It just creates faster nonsense.

And housing does love a bit of faster nonsense at times. We have all seen it. A landlord buys a new asset system, or switches on a new reporting layer, and within five minutes someone wants a thirty-year investment profile, a full life cycle costing model, and a heat map of future liabilities by estate, archetype and component. Lovely stuff on paper. But if your kitchen data is wrong, your roof data is vague, your windows are classified three different ways (by spot cost, by unit, by archetype, or a bit of all?), and half your components are defaulted to generic dates because nobody knew the real answer, then that LCC report is not a strategic asset. It is an expensive comfort blanket.

That is the danger with life cycle costing in particular. People often talk about it as if it is some kind of grown-up, evidence-led answer to long-term planning. In principle, it can be. In practice, it is only as good as the component data, assumptions and replacement rules beneath it. If the dates are wrong, the quantities are wrong, the useful lives are generic, or the survey data is incomplete, then the report can give a completely false sense of control. It can tell you with great confidence that spend will peak in year eight, flatten in year twelve and rise again in year nineteen, when in reality it is built on a pile of half-remembered survey notes, inherited coding structures and wishful thinking.

This is where people get seduced by sophistication. They think the answer to poor information is a better tool. Sometimes the answer is a torch, a clipboard, a proper data model and a grim few months of sorting out the basics. That is less exciting, of course. Nobody gets invited to a conference to say, “we cleaned up our component hierarchy, tightened our validation rules and stopped pretending unknown dates were known.” But that dull work is often worth more than the glossy AI strategy that comes afterwards.

In the article I highlight,  failure was not simply “technology”. The failure was letting a system run at speed while relying on information that no longer matched reality. That should ring bells in housing. We do it when asbestos records are incomplete. We do it when stock condition data is old. We do it when compliance statuses depend on weak integrations. We do it when repairs history does not feed asset intelligence properly. We do it when planned works teams, compliance teams and housing management all hold slightly different versions of the truth and nobody is quite sure which one drives the report to the board.

Then along comes a new supplier or a new platform promising insight. Suddenly old problems are dressed up in modern clothes. Instead of one vaguely  unreliable Excel spreadsheet, you get a dynamic dashboard. Instead of a crude five-year plan, you get scenario modelling. Instead of a rough estimate, you get “predictive” forecasts. But prediction based on bad source data is not insight. It is theatre.

That is the bit I think the sector still does not say loudly enough. Data quality is not some boring back-office technical issue. It is operational risk. It affects compliance, investment, tenant safety, financial planning and organisational credibility. If you do not know what components you have, where they are, when they were installed, what condition they are in, and whether that information has been properly maintained over time, then the fancy reporting layer is not your salvation. It is just a better quality mirror for your confusion.

And to be fair, this is not always laziness or incompetence. A lot of landlords are carrying legacy data structures and systems that were never designed for today’s expectations. They have been through mergers, outsourcing deals, stock transfers, system migrations, rushed mobilisation exercises and years of under-investment in proper data stewardship. Bits of the truth are scattered everywhere. The asset system says one thing, repairs says another, finance codes something differently, and the survey programme has never fully caught up. Then somebody asks for a fully costed decarbonisation pathway or a stock reinvestment plan by component and tenure, and wonders why the answers wobble.Because the data wobbles, so them we assume the system is wibble.

So before anybody gets too excited about AI, digital twins, predictive replacement models or miracle dashboards, there is a simpler question worth asking. Do we trust the component data? Not “is there some data”, not “can the system produce a report”, but do we genuinely trust it enough to make expensive, high-impact decisions from it? If the answer is no, or even “sort of”, then that is where the effort belongs.
 

There is no glamour in saying your first priority is data assurance, better survey discipline, tighter updates from planned works, cleaner integrations and proper governance around defaults, assumptions and exceptions. 

But that is the grown-up answer. In housing, as in every other serious field, speed built on stale data is dangerous. The consequences may differ, thankfully, but the principle does not.
 

We should remember that every time someone waves a shiny new tool in front of us. Clever software cannot rescue weak asset knowledge. It can only amplify it. And if we are honest, that is probably the real lesson here. Our problem is not that housing lacks sophisticated systems. It is that we still too often ask sophisticated systems to compensate for basic uncertainty. That never ends well 

Is your organisation struggling to justify a software change, or worried not everything has been covered? 

Get in touch , I will drop in for a cuppa & bring the Fox's Chocolate Gingers ☕

       Related Post: As a client told me recently, the right Critical Friend, will potentially save you more money than you spend.

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I would be pleased to connect with you on LinkedIn - http://uk.linkedin.com/in/tonysmiththathousingitguy Message me with any issues or queries, you would like to be explored in this blog. We generally receive a couple of suggestions each month.

Mansun - Dark Mavis

(c) Tony Smith, Acutance Consulting www.acutanceconsulting.co.uk 07854-655009


Access a quick list of our Social Housing ICT blog posts here , what projects do we get involved in? Access them here

Could we help you or your organisation? Our contact details are here , get in touch we will be pleased to chat about your problems and help with your organisation issues.

File Under: #HomesForBritain,#HousingDAY,#InternetOfTenants,#Shout,#UKHousing, 07854655009, 1st Touch,1stTouch,360,365Agile,3squared,4Js, ACL,ALMO,AMS,AX,Aareon,Abritas,Academy,Accuserv,Accuserve,Active Housing,ActiveH,ActiveF,ActiveFinance,ActiveHousing,Acutence,Advanced,Affinity,Aidenn,Agile,Agile365,AHB,AirWatch,Alscient,Alfresco,Alignment,Allpay,Amazon Web Services,Anite,Apex,App,ArchHouse,Archouse,Asprey e-state pro,Asset Management,Associates,Aurora,Average IT Costs,AWI SX Integration Toolkit,AWS, BI,BO,BPR,BancTec,BigChange,Blockwise,BluTek,Bluebox,Blueprint,BrikHousing,Browser Applications,BC, Business Central, Business Objects,Business Planning,Business Process Review,Business social networking, CACI,Capita One Housing,CBL,CCS IT Keystone CCSIT,CEDRM,CHICS,CHR,CIH,CMS,COA,CORE,CPL,CRM,CRM2013,CRS,CTI,CTX,Cadcorp,Capita,CapitaOne,Capita One,Capital Management,Cashflow,Castle,Castleton,Castleton Technology,Cedar Open Accounts,Cerrus,Change,Charges,Chartered Institute Of Housing,Cheaper Housing IT,Chics, Citrix,Civica,Civica CTX,Civica Cx,Civica Genero,Civica Saffron,Clearview,Clik,Cx Assets, Cloud Dialogs,CloudDialogs,Coactiva,Codeman,Comino,Commontime,Community Reward Services,Company,Competitive Dialogue process,Component Accounting,Consilium,Consolidation, Consultancy,Consultant,Consultants,Contact Manager,Context,Contractor Systems,CorVu,Cost Reductions,Covalent,Crystal Reports,Customer Relationship Management,Cx,CxFeedback, DRS,Deeplake,Datatank,Designer Software,Development Systems,Director,Document,Documotive,Docuware,Dynamic AI,DynamicAI,Dynamics 365,D365,Dynamics365,Dynaway ECMK,EDM,EDRMS,ERP,ESRI,Elmhurst,Enghouse Interactive,England,English,EnterpriseBI,Estatecraft,Esuasive,Esynergy,Etive,Exhibition,Exponential-e, F&O, Facebook,Factorwise,Fast Lean Smart, Field Service management,Finance,Financial Systems,Financials,FLS,Footprint,Forms,Freezes,Fusion,Fuzzlab Gas Tag,G-Cloud,GCloud,GDPR,GGP,GIS,GasTag,Genero,GeoSolveIT,Getting best from,GoTonySmith,Grasp,Grip,Group Apex, HCL,HFI (Housing Financials interface),HG,HRA,Hardware,Hitachi Systems,Hitex,HomeMaster,Hometeam,HouSys,House,Housemark,Housemark survey,Housing,Housing Contact,Housing Group,Housing Insight,Housing Management,Housing Management Consultant,Housing Partners,Housing Portfolio Management System,Hub Asset Management,Homeswapper,Housing jigsaw,HousingOne,Housing-One, Housing Support Pro,HousingIT,HousingSupportPro,HyperOptic, IMS,IPC,iProperty Cloud,IT,IT Budget,IT Training,ITIL,Impact Response,In,In4,In4Systems Promaster,InfinityGroup,InfoBoss,Infoshare+,InHouse,InMotion,InMotion2015,InMotion2016,InfoBoss,Infoflow,Information,Information Technology,Information@Work components,Informix,Innovation, Informetis,Inphase,Inside Housing,Insight,Internet Portal,Internetalia,Invu,Ireland,Irish,itLab,InclineIT, Keyfax,Keylogic,Keypera,Keystone,Kirona,Kypera,Keynamics, Landlord,Ledgers,Linkedin,Liquid,Locality,Localz,Looking Local, M3,MadeTech,Manifest Software Solutions,MAVIS,MD,MDM,MI,MIS,MIS-AMS,MISCS,MRI,MS Dynamics,MRI,MS Dynamics CRM2011,Microsoft365,microsoft 365,MWL,Management,Management Server,Manifest,Measuring,Mebus,More IQ,MoreIQ,Microsoft Dynamics 365,Microsoft dynamics GP 2013,Miracle,MobileIron,Mobysoft,Monopoly board images and pictures,Montal,Mr Void,MriEngage,MrVoid,MoreIQ, MRI,MRI/Capita,MRI Housing One, NDL,NINTEX,NINTEX workflow,NPS,NPS ASSIST,NPS Housing,NPS Job Manager Mobile,NROSH,Natural,Neighbourhoods and Communities,Nintexworkflow,Northgate,Northgate Codeman,Northgate Public Services,Notice, OA,OGC Buying Solutions,OJEU Limits,ORS,Ohms,OmFax,Omni,Omniledger,One,OneAdvanced,OneServe,Open source,OpenContractor,OpenHousing,Opti-time,Options,Optitime,Oracle,Orchard,Outsource and outsourcing,OutSystems, PIMMS,PIMSS Data,PM,PRINCE2,Paloma,Pamwin,PanConnect,People Value,Peoplevalue,PfH,Pick,PlanForm,Planned maintenance,Plentific,Plus,Portfolio Management System,PowerObjects,Pro,Pro-Points,Prodo,Progress,Promaster,Propeller,Propoints,Proval,Providers,Pyramid, QL,QLX, QLF, QL Yuneo,QuantSpark,Qube,QLX,Qlikview,QueryView,Queryview reporting,Quiss, RM865,ROCC,ROCC Orchestrator,RPs,RSL,Rave,ReAct,Reality,RedkiteCRM,ROCC Attend,Red Olive,Registered,Registered Social,Rent Increase,RentSense,RentSenseLite,Repairfinder,Reporting,Reports,RobotAutomation,ROCC, Rocket,Rubixx, Salesforce,Salesforce.Org,SAP,SASSHA,Sava,SDM,SHBVN,SM,SOTI,SP,SQL,SQL Open Housing,SQL Reporting,SQL Server,Saffron,Safron,Saturn,Scenario,Scotland,Scots,Scottish,Scout,Sequoa,Serengeti,Serros,Server,Service,Services,Servitor,Sharepoint,Sim,SimPro, Simdel,Simdell,Slash and Burn,Social Housing ICT,Social Housing Software Applications,Social Media,Software,Software solutions, Solvares, Spotlight Service,Spotlightservice,Star rating,Stores and Stock,Strategic,SunAccounts,Sunguard,Surveys,Streetwise, Swordfish,Sx3,Symatrix Human,System alignment,Systems,Systemwise, 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There's a guy works down the chip shop, swears he's Elvis

If you do the X / Bluesky thing, follow me at @HousingITguy or LinkedIn here https://uk.linkedin.com/in/tonysmiththathousingitguy

There is a chippy not far from me. Nice place. Dearer than your average Friday night grease station, but fair play, the food is properly good. It has just come second in the North West Chippy Awards. Well done to them too, because if the fish is decent, the chips are right, and the queue keeps coming back, that is not luck. That is somebody doing the basics properly, day after day.

But it did get me thinking. We seem to have awards for absolutely everything now. Best chippy. Best pie. Best hospitality team. Best digital transformation. Best innovation. Best customer journey. Best procurement. Best use of AI. Best critical friend. Best use of coloured sticky notes in a workshop, probably. Give it another ten minutes and there will be an award for Best Award Submission Written About Another Award Submission.

Social housing is no different. In fact, if anything, it can be a little worse. Have a dig around and you find a small mountain of them. Housing Innovation Awards. Northern Housing Awards. Digital Innovation Awards. Housing Technology Awards. Then plenty more besides, once you start lifting the lid. There are awards for landlords, awards for suppliers, awards for projects, awards for leadership, best customer service, awards for teams, best kept data awards, awards for resident engagement, and no doubt awards for turning up in a smart jacket and smiling next to a branded backdrop with a glass of warm fizzy white wine.

Now let us be honest as numerous jobbing suppliers have often told me, because somebody has to be. Some of these awards are fair enough. Some will have decent judging, sensible evidence, and proper scrutiny behind them. Some winners will absolutely deserve the recognition. But equally, there is a fair question to ask. If you buy a table or two or more, put together a slick entry, wheel out a bit of polished marketing fluff, and get your people scrubbed up and into the room, are you suddenly in with a better shout? And if you buy three tables, is that even better? Does the trophy go to the best solution, or the best-presented evening out?

That might sound cynical, but only because plenty of people in this sector have seen how the game works. Awards can easily become part celebration, part marketing exercise, part sales tactic. There is nothing illegal or shocking about that. It is just real life. The problem starts when people begin treating awards as if they are proof. They are not. At best, they are a clue. At worst, they are shiny nonsense in a glass cabinet. A little vulgar to many in a sector increasingly squeezed and needing to give more to residents. Lets not lose sight of them.

A supplier having an award does not automatically mean their product is right for your organisation. It does not mean the implementation went well. It does not mean the reporting works. It does not mean the users like it. It does not mean the data migrated cleanly. It does not mean the repairs team are happier, the finance team are quicker, or the housing officers are no longer swearing at the screen by half nine on a Monday morning.

And that is the bit that matters.

In social housing especially, too many buying decisions still get nudged along by noise. A strong brand. A glossy stand. A confident sales team. A case study that sounds a bit too perfect. A 12 month implementation that actually took four years from contract signing. An award logo dropped into the slide deck as if it settles the argument. It does not. Contracting bodies should not be choosing solutions just because somebody won something in a hotel ballroom. They should be matching their own needs to what a solution can actually be proved to provide.

That means proper evidence. Prescriptive demo’s. Asking all the right questions. Real reference sites. Clear fit to requirements. Strong data migration thinking. Reporting that works in the real world, not just in a scripted demo. Customers who have stayed the course and still speak well of the product after the confetti has been swept up. Not just who bought it, but who kept it. That last bit matters more than suppliers like to admit.

Because in the end, whether it is a chippy or a housing system, you cannot beat pure graft. You cannot beat a great product, nor service consistency. You cannot beat customers who come back because they want to, not because they are trapped, too tired to move, or halfway through a ten-year contract.

That chippy near me probably did not come second because of a clever awards strategy alone. It likely came second because enough people rate the food (including me), the standards, and the experience. Fair play. But in social housing technology, the stakes are a lot higher than who gets the nicest plaque and a few LinkedIn likes the next morning.

So yes, enjoy the awards night. Clap for the winners. Put the photo on the website. But do not confuse trophies with truth. In this sector, the real prize is not a shiny logo for the footer of a bid document. It is delivering something that works, keeps working, and keeps customers satisfied.

Everything else is just batter my friend 😉

Are you looking for transformation and the right solutions for you ? 

Get in touch , I will drop in for a cuppa & bring the Hobnobs ☕

       Related Post: Maybe the right Critical Friend, is what you need.

_/_/_/_/_/_/_/_/

I would be pleased to connect with you on LinkedIn - http://uk.linkedin.com/in/tonysmiththathousingitguy Message me with any issues or queries, you would like to be explored in this blog. We generally receive a couple of suggestions each month.

Kirsty MacColl - There's a guy works down the chip shop, swears he's Elvis

(c) Tony Smith, Acutance Consulting www.acutanceconsulting.co.uk 07854-655009


Access a quick list of our Social Housing ICT blog posts here , what projects do we get involved in? Access them here

Could we help you or your organisation? Our contact details are here , get in touch we will be pleased to chat about your problems and help with your organisation issues.

File Under: #HomesForBritain,#HousingDAY,#InternetOfTenants,#Shout,#UKHousing, 07854655009, 1st Touch,1stTouch,360,365Agile,3squared,4Js, ACL,ALMO,AMS,AX,Aareon,Abritas,Academy,Accuserv,Accuserve,Active Housing,ActiveH,ActiveF,ActiveFinance,ActiveHousing,Acutence,Advanced,Affinity,Aidenn,Agile,Agile365,AHB,AirWatch,Alscient,Alfresco,Alignment,Allpay,Amazon Web Services,Anite,Apex,App,ArchHouse,Archouse,Asprey e-state pro,Asset Management,Associates,Aurora,Average IT Costs,AWI SX Integration Toolkit,AWS, BI,BO,BPR,BancTec,BigChange,Blockwise,BluTek,Bluebox,Blueprint,BrikHousing,Browser Applications,BC, Business Central, Business Objects,Business Planning,Business Process Review,Business social networking, CACI,Capita One Housing,CBL,CCS IT Keystone CCSIT,CEDRM,CHICS,CHR,CIH,CMS,COA,CORE,CPL,CRM,CRM2013,CRS,CTI,CTX,Cadcorp,Capita,CapitaOne,Capita One,Capital Management,Cashflow,Castle,Castleton,Castleton Technology,Cedar Open Accounts,Cerrus,Change,Charges,Chartered Institute Of Housing,Cheaper Housing IT,Chics, Citrix,Civica,Civica CTX,Civica Cx,Civica Genero,Civica Saffron,Clearview,Clik,Cx Assets, Cloud Dialogs,CloudDialogs,Coactiva,Codeman,Comino,Commontime,Community Reward Services,Company,Competitive Dialogue process,Component Accounting,Consilium,Consolidation, Consultancy,Consultant,Consultants,Contact Manager,Context,Contractor Systems,CorVu,Cost Reductions,Covalent,Crystal Reports,Customer Relationship Management,Cx,CxFeedback, DRS,Deeplake,Datatank,Designer Software,Development Systems,Director,Document,Documotive,Docuware,Dynamic AI,DynamicAI,Dynamics 365,D365,Dynamics365,Dynaway ECMK,EDM,EDRMS,ERP,ESRI,Elmhurst,Enghouse Interactive,England,English,EnterpriseBI,Estatecraft,Esuasive,Esynergy,Etive,Exhibition,Exponential-e, F&O, Facebook,Factorwise,Fast Lean Smart, Field Service management,Finance,Financial Systems,Financials,FLS,Footprint,Forms,Freezes,Fusion,Fuzzlab Gas Tag,G-Cloud,GCloud,GDPR,GGP,GIS,GasTag,Genero,GeoSolveIT,Getting best from,GoTonySmith,Grasp,Grip,Group Apex, HCL,HFI (Housing Financials interface),HG,HRA,Hardware,Hitachi Systems,Hitex,HomeMaster,Hometeam,HouSys,House,Housemark,Housemark survey,Housing,Housing Contact,Housing Group,Housing Insight,Housing Management,Housing Management Consultant,Housing Partners,Housing Portfolio Management System,Hub Asset Management,Homeswapper,Housing jigsaw,HousingOne,Housing-One, Housing Support Pro,HousingIT,HousingSupportPro,HyperOptic, IMS,IPC,iProperty Cloud,IT,IT Budget,IT Training,ITIL,Impact Response,In,In4,In4Systems Promaster,InfinityGroup,InfoBoss,Infoshare+,InHouse,InMotion,InMotion2015,InMotion2016,InfoBoss,Infoflow,Information,Information Technology,Information@Work components,Informix,Innovation, Informetis,Inphase,Inside Housing,Insight,Internet Portal,Internetalia,Invu,Ireland,Irish,itLab,InclineIT, Keyfax,Keylogic,Keypera,Keystone,Kirona,Kypera,Keynamics, Landlord,Ledgers,Linkedin,Liquid,Locality,Localz,Looking Local, M3,MadeTech,Manifest Software Solutions,MAVIS,MD,MDM,MI,MIS,MIS-AMS,MISCS,MRI,MS Dynamics,MRI,MS Dynamics CRM2011,Microsoft365,microsoft 365,MWL,Management,Management Server,Manifest,Measuring,Mebus,More IQ,MoreIQ,Microsoft Dynamics 365,Microsoft dynamics GP 2013,Miracle,MobileIron,Mobysoft,Monopoly board images and pictures,Montal,Mr Void,MriEngage,MrVoid,MoreIQ, MRI,MRI/Capita,MRI Housing One, NDL,NINTEX,NINTEX workflow,NPS,NPS ASSIST,NPS Housing,NPS Job Manager Mobile,NROSH,Natural,Neighbourhoods and Communities,Nintexworkflow,Northgate,Northgate Codeman,Northgate Public Services,Notice, OA,OGC Buying Solutions,OJEU Limits,ORS,Ohms,OmFax,Omni,Omniledger,One,OneAdvanced,OneServe,Open source,OpenContractor,OpenHousing,Opti-time,Options,Optitime,Oracle,Orchard,Outsource and outsourcing,OutSystems, PIMMS,PIMSS Data,PM,PRINCE2,Paloma,Pamwin,PanConnect,People Value,Peoplevalue,PfH,Pick,PlanForm,Planned maintenance,Plentific,Plus,Portfolio Management System,PowerObjects,Pro,Pro-Points,Prodo,Progress,Promaster,Propeller,Propoints,Proval,Providers,Pyramid, QL,QLX, QLF, QL Yuneo,QuantSpark,Qube,QLX,Qlikview,QueryView,Queryview reporting,Quiss, RM865,ROCC,ROCC Orchestrator,RPs,RSL,Rave,ReAct,Reality,RedkiteCRM,ROCC Attend,Red Olive,Registered,Registered Social,Rent Increase,RentSense,RentSenseLite,Repairfinder,Reporting,Reports,RobotAutomation,ROCC, Rocket,Rubixx, Salesforce,Salesforce.Org,SAP,SASSHA,Sava,SDM,SHBVN,SM,SOTI,SP,SQL,SQL Open Housing,SQL Reporting,SQL Server,Saffron,Safron,Saturn,Scenario,Scotland,Scots,Scottish,Scout,Sequoa,Serengeti,Serros,Server,Service,Services,Servitor,Sharepoint,Sim,SimPro, Simdel,Simdell,Slash and Burn,Social Housing ICT,Social Housing Software Applications,Social Media,Software,Software solutions, Solvares, Spotlight Service,Spotlightservice,Star rating,Stores and Stock,Strategic,SunAccounts,Sunguard,Surveys,Streetwise, Swordfish,Sx3,Symatrix Human,System alignment,Systems,Systemwise, T-Files,TEAMS,TED,TFiles,TP Tracker,TSG,Tagish Casework,Tagra,Task,TAIM,Techlabs,Technologies (India) PVT Limited,Telecetera,Template,Terminal Services,That,Three Star,Tilt,TiltAffinity,Today,Tony Smith,Tony Smith That Housing IT Guy,TonySmith that housing IT,TonySmithHou,TonySmithHousing, ,TonySmithHousingITguy,Total,Total Mobile,Totalmobile,Trace,Tribal,Twitter, U2,UC,UK,UK Housing,Ukhousing,UniClass,Unidata,United Kingdom,Universal,Universalcredit,Universe,Unrest, Valueworks,Van Stock,Vantage,Vantage Sentinel,Version,Virtualisation,Visitour,Visualmetrics,Voice,Voice and data,Voicescape,Voluntas, Wales,Welsh,Wheatley,Windows Server,Workflow and,Work Hub,Works Connect, XML,Xen App,XenApp,Xmbrace, Yuneo,TS Acutance Consulting, ...

. . . . . . . . . . . . ES | FR | DE | IT | UK