Insights & Resources for Programme, Project and Transformation Management 

Transformation tends to fill the space with activity, but activity isn’t the same as progress. You can fill rooms with workshops, produce forests’ worth of reports, and still feel that nagging sense that something isn’t quite landing. Most leaders know this feeling. It’s the moment you realise activity isn’t the same as progress, and progress isn’t the same as value. That’s why the most effective transformation programmes don’t obsess over volume. They focus on a handful of m

At its core, Just In Time (JIT) production is a management philosophy and not a technique

Walk through any factory long enough and you’ll notice something interesting. The machines hum with a kind of steady confidence, the operators move with practiced rhythm and the whiteboards still carry the scars of yesterday’s production battles. Yet somewhere in the background there’s always a conversation about digital transformation. It’s become the phrase everyone uses and almost no one feels entirely comfortable with. There’s a truth we don’t always acknowledge. That dis

There’s a moment in every complex engineering project when the plan stops behaving. It might be a supplier delay, a tolerance stack-up, a test failure or a design decision that suddenly reveals a dozen hidden dependencies. Whatever the trigger, you feel the heat. The project that looked stable on paper starts to wobble in your hands. I’ve lived through enough of these moments to know they’re not anomalies. They’re signals. They tell you whether the project is being managed by

Change has a strange way of arriving uninvited. Sometimes it creeps in silently, almost politely. Other times it barges through the door with the subtlety of a jet engine spool‑up. Senior leaders in heavy-industries know this better than most. Regulations change, supply chains wobble, technologies mature or stall and entire programmes hinge on decisions made under pressure. Yet for all the noise around change, the fundamentals of how people respond to it haven’t evolved as qu

I’ve spent much of my career moving between projects, programmes and the grey space in between, especially in sectors where the stakes are high and the margins for error are slim (for instance in aerospace or manufacturing). Over the years I’ve noticed something curious: even seasoned leaders sometimes use “project” and “programme” as if they’re interchangeable. They’re not. And the difference isn’t academic. It shapes how organisations deliver change, how they allocate resou