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After two years in the public sector, I started my consulting career at PwC in 2010. Throughout my time there I developed a broad set of consulting skills designing and implementing large scale change...
Richard Holmes, Consultant
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Home > News & Views > Highlighted Articles > Covid-19: Making the difficult choices for your programme
Large business transformation programmes tend to come with a complex rationale and business case. When external circumstances change, these get challenged. Programme sponsors, programme managers, transformation directors and CFOs are each left with difficult decisions. Sunk costs, business expectations, and commitments made to senior executives and shareholders can make it challenging to reach the right conclusion in a short space of time.
Every so often, organisations therefore need to make the space to have a fact-based conversation which goes beyond day-to-day transformation delivery and extends into a more existential discussion: do we keep going, do we stop the programme altogether, or do we pause (if at all possible)? And by doing so, should we divert resources to new programmes that can better respond to the challenge of our new external circumstances?
The Covid-19 pandemic of 2020 has made such inflection points more common, but outside of this immediate context, they have been and will always continue to be, a feature of all large, complex transformation initiatives. In such circumstances, how do you make the right decisions and, once you do, what happens next?
Transformation programmes need to be assessed on their own merits with the support of experienced transformation professionals who have seen similar situations on multiple occasions. However, any such conversation is best had in a structured manner.
In this article, we help to do this by describing four options, their implications, and what the picture might look like in any given environment which would lead you to adopt them.
If you are interested in learning more about any of the topics raised in this article, please contact Piers Virik.
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