Programs

Programs should deliver what they promised.

The measure of a program isn't whether it launched. It's whether it produces the outcomes and value it was built to create.

How we help clients

Twenty-five ways we help in programs, across four industries and the set that holds in any of them. Every engagement is built so the value gets measured and realized, not just recommended.

Programs

Program and project management

We provide program and project management for initiatives that need to land on schedule, including PMO and center of excellence design where the portfolio warrants it. We have delivered organizations' largest-ever projects on time.

Market realities

Critical programs are being asked to deliver in conditions they were never designed for.

Investments are larger. Expectations are higher. Technology is evolving faster. Failure is more visible.

The challenge is no longer simply managing a project plan. It is delivering measurable outcomes in an environment that keeps changing underneath the program itself.

We engineer delivery systems that turn investment into outcomes.

Program pressure funnel

Larger investments
Programs are larger than ever.
Higher expectations
Stakeholders expect measurable outcomes.
AI and emerging technology
Technology is evolving rapidly.
Greater visibility
Failure is highly visible.
Faster change
The pace of change keeps accelerating.
Resource constraints
Resources remain constrained.

Program delivery system

Execution · Governance · Value realization

Outcomes

Measurable. Governed. Sustained.

Programs were built for a different era. The expectations changed. The delivery model often did not.

Our point of view

The work ahead has outgrown the model built to deliver it

Capital, technology, regulatory, and customer programs are all scaling at once. The old delivery model was never built for what comes next.

99.5%

Programs have always been hard.

Across 16,000+ large projects studied at Oxford, 99.5% ran over budget, ran late, or fell short of promised benefits. Large programs have always strained organizations: more disciplines, longer horizons, bigger commitments.

Sources: Flyvbjerg project database, University of Oxford; Morningstar DBRS; McKinsey.

Our team’s programs experience

The results from the work.

From a single implementation to a multi-year capital plan, our team’s work has covered program design, PMO, delivery, and the change management that makes it stick.

9%: Labor productivity gain across a $7B capital plan
$10M+: Spent on attempts that failed before the implementation landed
$99M: Annual efficiency goal, 19 contact centers under one PMO
20K: Employees through one workforce management change
#1: Largest engagement in the company’s history, delivered on time