Transformation Governance
A collection of articles and industry insights exploring governance, oversight, accountability, and decision-making in large-scale transformation programs within professional services firms. The collection examines steering structures, reporting layers, partner incentives, executive alignment, escalation failures, and the organizational dynamics that often shape transformation outcomes more than the technology itself.
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The Five Elements of a Strong Governance Structure for Critical Projects
16 January 2025
Every executive has nightmares about that project-the one that spirals into an unmitigated disaster. In general there are four ways a project can end up in a boardroom-shaking failure that can destroy value, reputations, and trust in one fell swoop. 1 The Titanic Failure: The project chugs along, oblivious to the iceberg ahead, burning millions
Why Every Critical Project Needs Board Supervision
15. January 2025
Projects are like icebergs—what you see above the surface is just the tip. Below lies the complexity, risk, and opportunity that can sink your ship if ignored. Too often, boards treat projects like black boxes, leaving management to deliver results without sufficient oversight. This hands-off approach might work for routine initiatives, but when it comes
Why Every Critical Project Needs Independent Reviews
14. January 2025
«Trust, but verify.» That timeless adage applies as much to critical projects as it does to diplomacy. Without an independent review, even the best-run projects can veer off course, leaving organizations blindsided by delays, cost overruns, or outright failures. Here’s the uncomfortable truth: internal stakeholders are often too close to the project to see the
Why Every Critical Project Needs an Executive Sponsor
13. January 2025
Launching a critical project without an executive sponsor is like sending a ship to sea without a captain—good luck steering through the storm. Projects don’t fail because of bad intentions. They fail because of a lack of alignment, authority, and support. That’s where the executive sponsor steps in—not just as a figurehead but as the
Why Every Critical Project Needs a Dedicated Project Manager
12. January 2025
Far too often, organizations assign critical projects to people who already have full-time roles or, worse, delegate management to a loosely organized team with no single point of accountability. The results? Missed deadlines, blown budgets, and a whole lot of finger-pointing. Here’s the hard truth: if the project is important, it deserves a dedicated project
When $100 Million Technology Projects Fail, It’s the Board’s Fault—Every Single Time
2. January 2025
In Switzerland, rumors suggest that both Bank Julius Bär and Raiffeisen Schweiz are grappling with failed technology projects, each costing over $100 million so far. Bank Julius Bär is reportedly trying to replace its existing core banking system for the Swiss booking center with Temenos, while Raiffeisen Schweiz is attempting to build a modern e-banking
Why Every Critical Project Needs a Steering Committee
28. July 2024
Critical projects are like Formula 1 races—you don’t just need a driver; you need a pit crew, strategists, and decision-makers ready to adapt in real time. That’s your steering committee. Big projects come with big risks, competing priorities, and high expectations. Without a steering committee, those challenges turn into roadblocks. Decisions get delayed, alignment falters,
The Most Important Role on Any Large Transformation Project
22. July 2024
The most important role on a large transformation project is the project sponsor. Not the project manager. According to the Project Management Institute (PMI)’s 2018 Pulse of the Profession In-Depth Report, «1 in 4 organisations (26%) report that the primary cause of failed projects is inadequate sponsor support«. By contrast, «organisations with a higher percentage
How To Select a Good Project Manager for Your Large and Complex Transformation Project
14. June 2024
Most transformation programs do not fail in execution. They fail in selection. Long before the first milestone is missed, the trajectory is already set by one decision that is often treated as routine. The choice of the project manager. For a sponsor, this is not a staffing decision. It is a control decision. The project