I graduated from Lancaster University in with a degree in Management and, not knowing quite what I wanted to do in my career, decided to join the EY Advisory Graduate scheme to get experience working ...
Hollie McCloy, Consultant
View Hollie now
It's the people that make Berkeley different to other consultancies.
Bright, friendly, down-to-earth people who are both thinkers and doers. Working by your side, as consultants and colleagues, to get the right results.
We’re about being there for our clients when it really matters. When it absolutely has to be right. Doing the right thing is both our ethos and sweet spot. And it’s why clients turn to us again and again.
Whatever your long term career goals, we’re here to support you. Through an open dialogue, we help our people to build the capabilities, experiences and networks they need to boost their careers.
Our Partners and consultants share their perspectives and thinking on topical issues.
Home > News & Views > Insights & News > 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.
Download this article
We have placed cookies on your computer to help make this website better. You can change your cookie settings at any time. Otherwise, we'll assume you're OK to continue.