How to tell whether a programme needs recovery
The signals that separate a delayed programme from one with a structural problem.
CEO · CIO · Programme leader
Insights & resources
This is not a blog. It is the decision layer of the site: guidance, comparisons and assessments arranged around the four positions organisations come to us in, so the reading ends with a route rather than another article.
Everything here points at material that already exists. We do not publish numbers we cannot substantiate.
Where you are
Nearly every conversation starts in one of these four places. Find yours and the rest of this page narrows to the material that actually applies.
Dates keep moving, testing keeps finding the same problems and nobody can say with confidence what is left to do.
Recover. Establish the real position before another delivery commitment is made.
The current platform is holding the business back and the choice of route matters more than the choice of software.
Transform. Scope, platform fit, operating model and the inputs to the business case.
People work around the system, reporting is argued over and the value that was signed off never quite arrived.
Optimise. Process, adoption, reporting and automation on the platform you already own.
There is a date, a budget and no appetite for a multi-year programme, so the question is whether acceleration is responsible here.
RAPID. Fixed scope, agreed gates and an honest answer where it does not fit.
Sitting outside all four, for example a public sector case management requirement or a support model that is not working, is common. The full library covers those too.
Read this before you decide
Each piece belongs to an offering, so you can see what the reading is preparing you to decide.
The signals that separate a delayed programme from one with a structural problem.
CEO · CIO · Programme leader
How to tell an operational support need from a programme that needs stabilising first.
CIO · Programme leader
A routing principle for deciding which of the three conversations you are actually in.
CEO · CIO
Spreadsheets, duplicate data and slow reporting are symptoms. This is how to read them.
CEO · CFO · COO
Growth, acquisition, consolidation and expansion all change what the platform has to carry.
CEO · CFO
The complexity, scale and control factors that usually decide which enterprise platform fits.
CFO · CIO
The everyday signals that value is sitting unused inside a platform you already own.
CFO · COO
A routing principle for deciding which of the three conversations you are actually in.
CEO · CIO
Adoption usually fails when CRM is asked to solve everything at once.
CEO · COO
Acceleration is fit, readiness, standardisation and decision velocity. Not a promise about time.
CEO · CFO · Programme leader
How the three routes differ by platform, complexity and the governance each one needs.
CFO · CIO · Programme leader
When reading is not enough
These assessments are run with our team. They are not automated online scoring tools, and we will not pretend otherwise.
Assess
A structured review of scope, delivery, data, testing and governance before more delivery is committed.
Evidence
Every video here is customer material, labelled as such. Product demonstrations sit on the Predictive Intelligence page so the two are never confused.
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of our business comes from existing customers and referrals.
The best I’ve ever experienced in over 20 years of collaboration.
Programme Manager, Hill & Smith Plc
Full resource library
The archive behind the four routes. Start with the business question and narrow by content type only if it helps.
Business question
Content type
38 resources
The signals that separate a delayed programme from one with a structural problem.
CEO · CIO · Programme leader
Ten areas we work through to establish what is actually happening in a programme.
CIO · Programme leader
A structured review of scope, delivery, data, testing and governance before more delivery is committed.
CFO · CIO · Programme leader
Carried out with our team. Not an automated online score.
How to tell an operational support need from a programme that needs stabilising first.
CIO · Programme leader
Spreadsheets, duplicate data and slow reporting are symptoms. This is how to read them.
CEO · CFO · COO
Growth, acquisition, consolidation and expansion all change what the platform has to carry.
CEO · CFO
Establishes scope, sequencing, platform fit and the business case inputs before a programme is committed.
CEO · CFO · CIO
Carried out with our team. Not an automated online score.
The complexity, scale and control factors that usually decide which enterprise platform fits.
CFO · CIO
How platform choice, delivery route and readiness interact when planning an ERP change.
CFO · CIO
Found the question but not the answer?
A project risk, a platform decision, a support problem or a data question. If the reading has clarified the question, we can help with the next step.
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