Our Program Management practice addresses the challenge of implementing a new strategy, as well as turnaround situations in large complex, technology driven projects. It is about orchestrating different projects and initiatives; changing established structures and processes within a given timeframe and budget.
Most companies do not have the type of skills needed for such a program of change because it only occurs from time to time. It is about setting priorities, choosing and sometimes changing people, complexity reduction, applying in all circumstances the 80/20 rule, and sometimes, when needed, being very tough.
The program manager needs to be able to act at board level and have the courage to express his judgements very clearly, even if this does not please everyone, and rapidly make the changes needed. Acting as described could cause a significant conflict of interest for an internal person, as transformation is often a painful endeavour.
Having been in charge at executive level, we know what it takes for a successful transformation, from technology to people – our references speak for themselves.