Complex change is risky business – before you know it, you’ve spent a lot of time, money and effort for little gain. Yet the benefits of getting it right can be considerable.
It’s fair to say that programme management offices don’t have the best reputation. They’re associated with armies of consultants, with slowing down or, worse, obstructing programmes.
Yet you don’t need a big team to coordinate big transformations that are critical to your business.
With the right kind of strategic programme management office (SPMO), you can improve the chances of successful change as well as share and embed best practice.”
So what do we mean by right?