The situation
It is usually not one failure. It is unmade decisions piling up, each defensible on its own, until the organisation can no longer steer. Reporting is the last thing to show it.
Everything starts with the position: what has actually been delivered, what the contract actually entitles you to, and which decisions are sitting unmade above the programme.
What we deliver
| Deliverable | What it answers |
|---|---|
| Position assessment | What is true, as distinct from what is being reported |
| Commercial and supplier position | What the contract actually entitles you to, what has been conceded through change control, and where you still have room to act |
| Strategic intervention | The decisions above the programme that have to change for it to recover: scope, mandate, funding or the supplier arrangement, put to the people who can actually make them |
| Rebuilt plan and dependency map | What has to happen, in what order, and what is blocking it |
| Resource model | What the plan needs to deliver it: which roles, at which point, filled from your own people, from the supplier or brought in, and what that costs |
| Governance with authority to decide | Who can unblock what, and how fast |
| Re-based business case and benefits | Whether the case that justified this is still true, and what to tell the people relying on the savings |
| Reporting a board can act on | Honest enough to be worth reading, short enough to be read, and defensible to members, audit committee or a gateway review |
| Handover | What your own team runs after we leave |
Reporting rarely goes wrong through dishonesty. It goes wrong because green is the answer with the fewest consequences, amber invites questions nobody has time for, and enough individual judgements rounding the same way produce a picture that is wrong in aggregate while no single entry is a lie.
That is why this starts with establishing position rather than replanning. A new plan built on the reported position inherits the same optimism and fails the same way, one quarter later.
Tell us what’s on your desk.
If we are the right two people for it, we will say so. If we are not, we will say who is.
hello@votragroup.co.uk