Drive organisational change through a business transformation programme
Transformation programme assurance and management
Continuous improvement demands regular transformation and reinvention
We specialise in planning, delivering and assuring business change, infrastructure, digitalisation, transformation programmes or complex projects using various methodologies (including Green Book, RIBA, GRIP, Waterfall and Agile) and using diverse teams (FTE or FTC). We work with direct or indirect staff in both private and Her Majesty Government and use matrix-style or linear organisations to access various capabilities.
Choose a suitable framework for the type of transformation you envisage or align with your programme sponsor requirements. Set out a linear Waterfall transformation programme or an Agile-based dynamic model which gradually defines the outputs. Alternatively, create a hybrid programme delivery framework that gets the best from both worlds.
Choose the right amount of external influence within your transformation programme. Introduce specific new practices within legacy departments and repurpose superseded capabilities to become more competitive. Consider handover methods and knowledge management techniques to maintain performance when consultants roll-off.
Improve your understanding of the utilisation of direct and indirect costs. Provide clarity on your value chain, including manufacturing and logistic processes, to identify and monitor performance metrics for all staff. Transform your organisation by correlating both direct and indirect teams by creating full traceability and leveraging value stream mapping.
Understand the differences between private and public transformation and the challenges which are likely to occur when attempting to change the work culture. Transformation programmes within the public and third sectors depend on policymakers, which differs from the levers used by the private sector.
Transform organisations to become more flexible when providing capabilities across various directorates. Increase and advocate for an output-focused approach and focus on leveraging skills using a matrix type of organisation.
Projects compared to programmes are likely to be shorter in duration and might interface with other projects from the same portfolio. We equally offer project assurance services.
We offer project assurance by carefully identifying and managing all interfaces between disciplines or with other projects.
We offer assurance for projects and programmes by setting out the roles and responsibilities and ensuring that their articulation is clear to all stakeholders.
We offer assurance by identifying risks as early as practicable and applying mitigative actions to decrease the chances of escalation.
We offer assurance by testing the decision-making process against PESTLE and other strategic frameworks to ensure you are making the right decisions at the right time.
We offer programme assurance by verifying the contents of our reporting dashboard, given the seniority of the audiences we work with, to ensure we send the right message using an adequate tone.
Whilst delivering complex transformation programmes, we establish control pillars that will protect the initiative’s integrity and help drive a consistent delivery and assurance.
Transformation programme controls are imperative to keep track of potential risks, issues, assumptions, crosscutting dependencies, requirements, changes or variations, essential decisions, day-to-day actions, and lessons learnt. Our interpretation of programme controls includes technical implementations, appointments, and regular RAID or MART review meetings.
Equally, programme planning capabilities and tracking assets represent another essential pillar as they steer the delivery to result in the sought outcomes. We can use multiple planning techniques, including a visual plan on a single page (“PoaP”) or a comprehensive Microsoft Project work breakdown structure. For transformation programmes accustomed to Agile Scrum, we can create various boards, including a Kanban board, Scrum board, user stories backlogs, and burned-out charts attached to track team performance.
Governance and stakeholder management are also essential, especially for delivering transformative programmes. We work with senior leadership teams, design authorities, steering committees, and workstream leads. Senior meetings and governance are essential to align delivery and assurance with leadership vision and objectives and protect the programme’s integrity by cascading and translating strategy into tangible outputs.
Our experience in delivering transformation programmes enables us to embed best practices in all our work.
Contact us to talk about designing or delivering transformation programmes, including those that transform organisational cultures or those that design future or target operating models, services and processes, and capital and infrastructure.