Case studies

Industrial group

Unblocking parallel programmes

Two programmes were blocked by each other's decisions. The work was to separate movement from dependency without inventing a cleaner organisation than the one that existed.

Both programmes returned to delivery after five months of stalled progress.

How both programmes moved again

Public sector

Structuring delivery

The procurement could not restart, but the scope no longer matched reality. The work was to recover room to move without pretending the timeline could change.

Procurement completed on schedule with a scope the organisation could actually deliver.

How the scope was recovered

Technology company

Clarifying platform ownership

Everyone depended on the platform, but no one actually owned it. The work was to make responsibility real enough for teams to move.

A named platform owner and a workable governance model reduced delivery friction.

How ownership became real