The pressure on Programme Boards grows as the scale and duration of some major programmes matches that of medium sized companies. And the work involved in contracting a complex set of interconnected suppliers to support the delivery of these programmes is a long way...
The press has been full of articles discussing how Boards should be more representative of the organisations they lead. Clearly this discussion has focused on the issue of gender diversity and how to encourage more women onto Board positions and the success or...
In today’s interconnected business world a successful change programme can’t stop at the boundaries of your own organisation. To get the benefits of new ways of working, streamlined procedures or technological innovation often means getting your partners...
Many Boards across all sectors now carry out regular evaluation of their effectiveness. For UK PLC’s the corporate governance code requires external evaluations every 3 years, with the resulting action plans being reported to shareholders. Public bodies and...
The track record of major programme delivery is not good. Many programmes fail to deliver the benefits of their original business case. At a Socia dinner in July a group of Exec and Non-Exec Directors debated some of the reasons why – and came up with 5 lessons...
On 15th March Socia hosted our annual Collaborative Leadership seminar. This year our speaker was the Transport Commissioner for London, Mike Brown. We’ve worked with Mike over many years and he was keen to talk about the collaboration lessons he has learned in...
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