Transformation vs. Recovery
– two different situations, two different roles
Program Recovery
When execution is at risk and control needs to be restored
Typical situation
- Programs or projects are off track in scope, time, or budget
- Delivery reports no longer reflect reality
- Roles, responsibilities, and decision rights are unclear
- Trust between management, teams, and partners is eroding
Contribution as Advisor & Interim Manager
- Rapid, fact-based assessment of status, risks, and root causes
- Re-establishing transparency, ownership, and decision authority
- Resetting scope, plans, and governance to a realistic baseline
- Hands-on leadership through critical phases of stabilization
- Acting as an interim program or transformation lead when needed
Outcome
Control is restored, decisions become possible again, and delivery regains credibility.
Transformation
When direction needs to be defined and execution aligned
Typical situation
- Strategy exists, but is not translated into executable initiatives
- IT and business are misaligned on priorities and outcomes
- Structures, governance, and platforms no longer support growth
- Transformation programs lack clear ownership and end-to-end accountability
Contribution as Advisor & Interim Manager
- Structuring transformation roadmaps and decision frameworks
- Aligning business objectives with IT, data, and platform strategies
- Establishing pragmatic governance and delivery models
- Acting as sparring partner to boards and executive teams
- Taking interim responsibility where leadership gaps exist
Outcome
Strategic intent becomes operational reality – with clear priorities, credible plans, and execution ownership.
The common thread
Whether transformation or recovery, the role is not to add complexity – but to reduce it.
– Focus on what really matters
– Clear ownership over governance theater
– Decisions before frameworks
– Delivery over promises