Gain control to protect your investment in change


It's a big decision to invest your hard-earned profit into changing and improving your business, so the last thing you want is for the promised value to drift away

Don’t assume that just because you have individual change initiatives under control then your overall change portfolio will manage itself. That would be the same as assuming individually precisely controlled aircrafts can all land safely without the aid of air-traffic control! Not getting this portfolio level control in place may result in a number of challenges:


  • Poor decisions will be made from incomplete or incorrect information, without a single version of the truth running across the portfolio
  • Dependencies will not be understood and tracked, resulting in unexpected delays and frustrations from your delivery teams when expected inputs don’t arrive
  • You will execute your programmes in the wrong order, and not maximise the speed of value delivery to the business
  • Value will erode, as overall cost increases, confidence decreases and change becomes irrelevant within the wider business.


There are a number of steps that need to be taken to avoid this. A small, but highly effective, central portfolio management team will often be required to facilitate these.

“Thank you for all the support, the team were super stars and were critical to our next phase of PPMO, we don’t know what we will do without them.”

Head of Strategy & Transformation
Global manufacturer

Award winning work


The Financial Times has named Project One, for the third consecutive year, as one of the UK’s leading management consultancies in its annual report, which uses customer and consultancy peer recommendations to rank and rate consultancies.


Out of 1,700 organisations under consideration, 194 were recognised in the list, with Project One ranked 18th overall and the only boutique consultancy to be recognised in the category of Organisation and change.

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