A number, and the authority to chase it.
A financial target, owned at CEO or CFO level, delivered across functions that do not normally move together. We run the office that makes it happen, and we are explicit about the parts we will not take on.
Start with the Diagnostic →
Is this a transformation, or a sprint?
Three things have to be true at once. Tick the ones that describe your situation. We would rather tell you this is a sprint than sell you a programme.
Tick what applies
All three have to be true for this to be a transformation programme. Fewer than three and you are almost certainly looking at a sprint, which is cheaper, faster and the honest answer.
See the eight to ten week sprints →
The hard part is coordination, not any single workstream.
Every function can defend its own plan. Almost nobody owns the trade-offs between them, which is why cross-functional programmes need authority above the functions and a cadence that survives the quarter.
Each one stands on its own
You can start at phase one and stop there. Nothing here obliges you to buy the next thing, and phase four is deliberately standalone.
Transformation Diagnostic
Sizes the prize and builds the initiative pipeline: quantified opportunity by workstream, a wave plan with sequencing, and a business case per initiative with named owners.
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Five jobs, done every week
Initiative pipeline
Built and maintained so nothing quietly disappears between waves.Business case challenge
Written and challenged, including the ones that do not survive the challenge.Stage gates
Run properly, so initiatives cannot progress on optimism alone.Benefit tracking
Tracked into the P&L and reconciled to management accounts, not to a slide.Steering pack and follow-up
Accurate, on time, and honest about what is behind. Then chasing the owners who are behind.
What we will not do
On a programme this size, what a firm refuses tells you more than what it promises.
- ✕We do not run ERP or system implementations. We work alongside your systems integrator on process and commercial design. We do not own the build, the data migration or the go-live.
- ✕We will not be the sole accountable owner of a benefit number. Accountability sits with your line owners. Our job is to make the number visible, challengeable and chased.
- ✕We will not take a programme without a CEO or CFO sponsor. Cross-functional trade-offs need authority above the functions.
- ✕We do not staff to fill a plan. If a workstream does not need a body, we will not put one on it, and we will say so before you ask.
- ✕We do not price ongoing transformation support as a project. A retainer that locks senior capacity is priced as a retainer.
Is there a number, and does someone own it?
If the answer to both is yes, the next step is a diagnostic that sizes the prize and names the owners. Six to eight weeks, fixed price, and you can stop there.
If the answer to either is no, say so and we will point you at the sprint that fits instead.
Talk to us →