Strategic programmes rarely fail at the strategy. They fail at the discipline of delivery — sequencing, decision-making, escalation and the small daily rhythm that holds the whole thing together. We bring that discipline as a service, alongside an existing in-house team.
When clients come to us
When a transformation programme is slipping and the steering committee is no longer reading status reports honestly. When an integration after acquisition needs an external delivery lead the in-house team will accept. When a capital programme needs a structured PMO that does not exist yet. Often when a sponsor wants delivery rigour without hiring a permanent head of programme.
How we work
A senior advisor takes a structured read of the programme — scope, plan, governance, risk, dependencies — and proposes the changes needed to land it. From there we either lead the programme directly or sit alongside the in-house programme manager on a structured cadence. We work in the way the firm already runs, not in a methodology imposed from outside.
What we deliver
- Programme diagnostic and recovery plan
- Governance and decision-forum redesign
- Integrated plan with dependency mapping
- Risk and issue framework with named owners
- Status reporting that the steering group will read
- Handover to the in-house team at programme close
Typical engagement
Engagements run three to twelve months depending on programme stage. On our side, a senior delivery lead is embedded part-time, with an analyst supporting the programme office. On the client side, the executive sponsor is the principal counterpart, with the steering group meeting on a structured cadence.
Why CGLA
Our delivery leads have run programmes of comparable scale, not only consulted on them. We do not take the role of permanent in-house leadership — the goal is always to leave the discipline behind us. The senior advisor in the room is the one whose name sits on the programme.
