By Jean-Christophe Andre
“This programme lacks direction and leadership! We have too much governance, I need an army of people to write papers and it takes forever to get a decision (if I actually get one).”
Any of these statements sound familiar? In your experience working on complex programmes, I’m sure you’ve heard a version of these, and likely muttered something along those lines at some point before being entrusted with leading or setting up a programme’s governance framework. So why is it so hard to get the basics right?
You might disagree, but here you have it – People.
I admit this is an overly simplistic view, and much more is required in order to have the right governance for a particular programme, and even leadership needs a series of enablers to truly have the right effect. But hear me out…
What proportion of programme spend do we allocate for the “human system” that drives the programme? This includes everything from training and development, to team-building activities, to communication channels that ensure everyone is pulling in the same direction (a highly performing team). Often, the focus is on tangible resources, technologies, processes and methodologies, while the human aspect is side-lined. Yet, it is the people who interpret data, make decisions, and drive the programme forward.
Effective leadership is the cornerstone of any successful programme. It is the leaders who set the vision, inspire the team, and steer the programme through turbulent times. Good leaders create a culture of accountability and trust, where team members are encouraged to take ownership of their tasks and are empowered to speak up and make decisions. This not only improves efficiency but also fosters innovation as team members are not afraid to propose new ideas and solutions.
Governance, on the other hand, provides the framework within which the programme operates. It ensures that there are clear processes and procedures for decision-making, risk management, and resource allocation. However, governance should not be so rigid that it stifles flexibility and responsiveness. The key is to strike a balance where governance supports the programme’s objectives without becoming a bureaucratic burden or “death by meetings”.
A common pitfall in programme management is the overemphasis on processes at the expense of outcomes. While it is important to have well-defined processes, the ultimate goal is to achieve the programme’s objectives. Leaders need to be vigilant and continuously assess whether the processes in place are helping or hindering progress. This requires a proactive approach to governance, where feedback loops are established, and adjustments are made in real-time.
The success of a programme hinges, among other things, on the interplay between leadership and governance. Both are essential and must be aligned to ensure that the programme is moving in the right direction. Leaders must focus on the people aspect, creating the right environment that fosters collaboration and innovation. Governance must provide a robust yet flexible framework that enables effective decision-making and resource allocation. By getting these basics right, programmes are more likely to succeed and deliver value to stakeholders.
So how do you avoid these pitfalls and strive for success? It’s easy in hindsight, but why wait until you’re doing your lessons learned or triggering a major pivot (recovery)? At Alchemmy, we have the experience, expertise, and toolkits to help you navigate complexity and diagnose your programme so you can meet your objectives and unlock value.
For more information on our Programme Diagnostic Service, please contact:
Adam Kearns
Head of P3M Centre of Excellence
