I spent the first eight years of my working life in a line technology role with a third-party supply chain and logistics service provider, joining in 1990 on completing an IT degree. When I left, I wa...
Dave Machin, Partner
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Home > Services > Programme Turnaround Consulting
When a critical project or programme is in distress, the situation can be extremely pressurised and emotions can run high. There’s a lot at stake, for the business and for the people involved.
Sometimes the bad news is unexpected – the status goes from green, green, green straight to red. Other times it’s the creeping pressure of a plan that gets constantly re-planned for just one more month. Whatever the symptoms – underperformance or relationship breakdown with your suppliers, a programme that seems to have lost sight of its original rationale or benefits, dysfunctional team or governance, or just taking too long and costing too much – we can help you identify and fix the real root causes and refocus the programme on its overall goal.
We are committed to helping our clients with their toughest challenges and we are often the go-to people for our clients when delivery of their toughest transformational changes runs into trouble. Our people are all experienced practitioners who can apply the practical experience that only comes from delivering transformational change for a living. We’re not programme auditors, and we don’t believe in a box-ticking approach. We’re prepared to come off the fence and give you an honest opinion about what to do, rather than constantly hedge bets as some other firms do when they’re more interested in managing their risk than yours.
We have been involved in many turnaround situations over the years and we know what it takes to bring a programme back from the brink and set it on course for success. This is hugely challenging, yet it is one of the most satisfying things we do for our clients.
When a programme is in distress, you have to seek evidence and have empathy. You need to form a clear fact-based understanding of the true status and of what choices actually exist. Alongside this, you must have sensitivity and strong leadership skills to gather and re-galvanise the team for success. It’s about the head and the heart.
Contact Jonathan Kennedy
We reviewed a major IT programme and then lead the implementation of the turnaround activities.
Projects fail for many different reasons. So how can IT managers spot a troubled project? And what steps can they take to support the turnaround process?