Improvement Starts With Measurement

Our in-depth assessments provide insights and recommendations that get to the heart of transformation success 

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Time to ReThink & ReCalibrate

Recent BCG Study shows that 75% of enterprises are struggling to digitally transform effectively and at scale.

When examining organisations that are already future built, a major global study by BCG revealed only 6% of organisations have transformed in ways that have created an ability to leverage the latest digital potential at scale. 

This means that, for the vast majority, Executive teams are in catch up mode. 

We see that many enterprises have little clarity on what they need to do differently to make transformations more successful and where there is a clear view there's then the struggle to deliver in new ways.



Yes it is a cliche, but that's not to detract from the fact it is often true. In a digital transformation context specifically, we've found the sentiment is particularly profound. That's why we have developed a set of assessments that allow programme teams to properly identify the terrain ahead and prepare accordingly.



Approaches to the set up and run of complex programmes are evolving as new techniques and technologies are adopted.  This assessment is designed for Programme Leaders and Transformation sponsors who want to:

  1. Baseline maturity of current approach

  2. Identify dimensions for improvement

  3. Engage Workstream Leaders in areas of focus

  4. Monitor improvements in ways of working

  5. Define and embed more human-centric approaches

  6. Move away from over-reliance on task management

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It is widely accepted that individuals do not deliver successful programmes, but that highly engaged, capable and supported teams do. This has given rise to the term 'superteam' and is the standard by which leading enterprises measure effectiveness of groups. This assessment is for Programme Leaders who want to:

    1. Baseline team effectiveness

    2. Assess team strengths

    3. Identify ways to improve team resilience

    4. Develop a strategy for building a SuperTeam

    5. Understand ability to problem-solve

    6. Explore components of effective collaboration

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Programme COMPLEXITY Dynamics


Based on a recent study by Fujitsu, underlying complexity of a programme is a major predictor of programme failure. Our own research shows that less than 15% of Programme Leaders have conducted any form of complexity assessment and even fewer regularly monitors team performance relative to complexity factors. This assessment is for teams that:

  1. Need to identify complexity factors

  2. Want to have a framework for discussing complexity

  3. See complexity as a risk factor

  4. Link complexity to delivery requirements

  5. Want to explain solutions relative to complexity demands

  6. Report ability to manage complexity to governance groups

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Mission risk awareness

Where Might You Have Challenges?

A great way to prepare a programme for success is to understand the prevailing conditions and underlying climate within which a transformation is about to unfold. This assessment is powerful for teams and programme leaders that want to create a high-performance environment as it will: 

    1. Provide a framework for derailers

    2. Build team consensus on areas of focus

    3. Highlight priority risks to the mission

    4. Measure stength of alignment on critical factors

    5. Highlight current weaknnesses in ways of working

    6. Create an openness and safety to discuss concerns

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In today's world of work everything is undertaken at 100mph. There's barely time to stop, think and explore. Most of the time this system 1 or Fast thinking is what's needed to be productive. However, in complex programmes this leads to half-baked solutions, missed risks and poor decisions. That's why in transformation system 2 and 3 thinking is of a premium, yet it is difficult to create the conditions for this type of cognition to thrive. This assessment is ideal for teams that want to:

  1. Start a discussion about problem-solving approaches

  2. Recognise the prevalence of fast thinking versus slow thinking

  3. Identify personal preferences for different thinking styles

  4. Understand different cognitive traits across the team

  5. Flag inhibitors of slower thinking

  6. Baseline the cognitive modes of the programme

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Many initiatives have limited structures in place for value assurance, knowledge-based governance, and effective decision-making. Key to unlocking greater returns is the establishment and application of mindsets that ensure value flows from the initial transformation shaping right through to the embedding of change.

Try our value calculator to discover how much benefit you could be recovering.

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