Government Department
Conducting a strategic review of two high-profile, technical programmes to identify root causes of delivery challenges and translate lessons into practical, organisation-wide improvements
Our consultant worked closely with programme teams and executive stakeholders to uncover the real delivery issues, assess underlying causes, and provide clear, evidence-based recommendations that would inform future delivery and governance approaches across the organisation.
Background
A national health organisation responsible for delivering critical digital infrastructure and services across the UK health system. Two major programmes, both technically complex and strategically important – had encountered delivery challenges, including delays, cost pressures, and unclear decision-making routes. With senior scrutiny increasing, the organisation recognised the need for an independent, expert-led review to understand what had gone wrong and how to embed learning across its wider change portfolio.
Solution
Our Consultant undertook a detailed strategic review of both programmes, engaging a wide range of stakeholders through interviews, document reviews, and analysis of programme artefacts. Our approach focused on understanding the systemic drivers of delivery issues – including governance structures, roles and responsibilities, planning practices, supplier management, and stakeholder alignment. We identified common themes and points of divergence between the two programmes and developed a set of actionable lessons and recommendations that were rooted in the organisation’s delivery context. We worked with leadership to validate findings and shape a practical set of interventions to improve programme oversight, risk management, and capability development.
Impact
The organisation gained a clear, objective view of what had contributed to the challenges in each programme – and, crucially, what could be done differently in future. These recommendations provided a blueprint for strengthening programme governance, improving cross-functional alignment, and building the internal capabilities needed to manage complex delivery more effectively. Lessons from the review are now informing wider portfolio governance reforms and shaping the way new programmes are initiated and managed.