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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.


I graduated from Liverpool University with a degree in Geography in 1999, and seeking variety while I decided what I wanted to do long term with my career, I began my management consultancy career at ...

Kirsty Nethersell, Partner

Kirsty Nethersell

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Delivering complex change at scale: A more strategic approach to managing portfolios of change

Delivering complex change at scale: A more strategic approach to managing portfolios of change

Our clients are increasingly accountable not just for running their organisations but for delivering complex, highly interdependent change. 

Delivering change at scale will always be difficult, but in our view taking a smarter, more strategic approach to portfolio management can maximise the long term value of change and reduce delivery risk.

Done well, Portfolio Management – the prioritisation, co-ordination and control of interconnected programmes of change to deliver in support of strategy – can be a powerful tool for senior management. When effective it can drive forward change in an integrated, transparent manner, ensuring effective utilisation of scarce resource and minimising risk.
However, realising the value of a portfolio management capability is difficult to get right.
We often see portfolio management functions lost in the detail as opposed to driving out clarity, avoided by delivery stakeholders rather than sought out for advice, adding to the weight of process not removing it. In short, functions that end up looking in to the delivery party rather than driving it forward. Done poorly, portfolio management can be counter-productive, all too easily adding complexity and cost and frustrating efforts to deliver change on the ground.

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