Most senior executives will only ever sponsor one or two big transformation programs.
These can be defining moments and the price of inexperience is high. Sponsors often feel removed from the detail of a program and need help to feel closer, increasing their confidence and certainty of achieving the desired outcome.
You need to be sure your program can deliver on its commitments. This is not purely about a financial business case but also whether the organisation has the time, energy, capability and commitment to see the program through.
Is it the right time to change?
Many organisations attempt to deliver too many programs in parallel and don't devote enough time to bedding down the change. You need to have confidence that the business can support more change and other programs will not affect your ability to deliver.
Do you have the right skills available?
Transformation skills are often in short supply. Your best people might be needed to drive forward the business as a whole, leaving you with the dilemma of extracting them and disrupting business as usual, or proceeding without them and compromising the ability of your program to deliver the expected returns.
We provide 'programme conscience', including insight into progress, and challenge and support when making key decisions.
'Total transformation assurance'
We engage at multiple levels, focusing on alignment to objectives and the quality of the outputs that support your desired outcomes.
Proactive risk identification
We help you avoid common pitfalls, and identify and mitigate risks before they become critical.Proactive risk identification - we help you avoid common pitfalls, and identify and mitigate risks before they become critical.
We only ever make pragmatic recommendations to drive your programme forward - it's not a time for textbook-based answers when you are moving at speed.
Third-party point of view
We help keep your third parties honest and act as your critical friend when you need the comfort of another point of view.