Major programmes often fail not from lack of strategy, but from insufficient delivery capability, weak governance and the absence of people who have actually run one. We deliver programmes, provide independent assurance over those already running, and stabilise those in distress.
Transformation programmes routinely overrun, underdeliver and destroy value. The reasons are consistent: governance structures that look good on paper but lack teeth; oversight teams with insufficient operational experience to spot problems early; sponsors too close to the programme to apply independent challenge.
The result is that issues which could have been resolved in week two become crises in month six. By then, time and money have been spent, momentum has stalled, and the original business case has quietly been compromised.
IDG has designed, led and operated the types of programme we now deliver, assure and recover. That means we know what good looks like: not what it looks like in a PRINCE2 manual, but in the real and complex environment of a major insurer running a live transformation alongside peak trading. We provide genuine independent challenge, identify the problems that programme teams are too close to see, and drive the corrective actions that get programmes back on track before they become irretrievable.
We can be engaged at any point and in any capacity: from delivering the programme to providing independent oversight of one already running.
You have a programme running and want an independent view of whether it is on track, where the risks are, and what needs to change. We embed at governance level, interrogate progress and provide the board with a clear, unfiltered picture. We apply challenge where it is needed and escalate what needs to be escalated.
You have a complex programme to deliver and need the people and structure to run it. We supply the project managers, business analysts, workstream leads and governance architecture to take the programme forward. We can work within your existing governance model or build one around the programme. We own the delivery.
A programme is in distress. Milestones have slipped, costs are running and the business case is under threat. We conduct a rapid diagnostic, identify root causes and provide a clear stabilisation plan. Where required, we take on interim programme leadership to recover momentum. We have done this before.
You have a programme running but gaps in your team. We supply experienced project managers, business analysts and specialist practitioners on a time and materials basis to close those gaps. You retain ownership of the outcome; we provide the capability to keep delivery moving.
The programme team is too close. Reporting is filtered. The board is not getting an accurate picture and risks are being managed by the people most exposed to them. You need credible, independent challenge from someone who has run programmes of this complexity before.
The mandate is clear but the delivery resource is not. You need project managers, business analysts, workstream structure and governance: a team that can step in, take the programme forward and be accountable for delivery.
Milestones have moved, costs are running above plan and the business case has been quietly compromised. You need experienced people who can diagnose quickly, stabilise the situation and recover delivery momentum before the window to do so closes.
The programme is running but you are short of resource in specific areas. You need experienced practitioners who can step into defined roles on a time and materials basis. You run the programme; we close the gap.
A global commercial lines insurer engaged IDG to programme manage the full optimisation of customer-facing and back-office operations across UK and EU service centres, running live transformation alongside an active trading calendar.
The insurer had identified significant opportunity to optimise its operations: improving customer experience, reducing cost and building resilience through dual-site capability across UK and EU. The ambition was clear; the challenge was execution, a complex multi country workload migration in a live trading environment that could not be disrupted.
The programme faced three compounding risks: an immature change delivery model that needed to be built while the programme was already running; changes scheduled concurrently with peak trading windows; and a complex multi country migration with significant interdependencies. Weak independent governance created the conditions for drift, with risks managed by the teams most exposed to them.
We took on full programme management responsibility, coordinating deliverables and dependencies across UK and EU service centres, managing governance and providing the independent oversight the programme required. We built a delivery model fit for the complexity, established clear escalation paths, and delivered 8% headcount reduction, a 3% NPS improvement during active transformation, dual-site resilience and 60+ processes optimised.
The expertise IDG provided meant we could execute our transformation at pace whilst substantially derisking the programme.— Senior Executive, Global Commercial Lines Insurer
Following a major organisational restructure spanning three brands, a major online gaming group engaged IDG to design the governance and delivery framework for a nine-workstream Organisational Effectiveness programme.
Following a restructure that created a new division spanning three brands, the business faced low post change morale, unclear strategy, and multiple transformation programmes in flight without coherent governance or prioritisation. Fragmented decision-making and an absent planning process were stalling delivery.
The complexity of a newly created division operating across three brands required a framework that could align multiple workstreams, create a single planning and prioritisation process, and give the executive team visibility of delivery progress across a diverse and fast moving change portfolio.
We led a structured discovery and design engagement across nine workstreams spanning planning and prioritisation, OKR and strategic planning, resource planning, common tooling, business readiness and ways of working. Through executive interviews, workshops and capability maturity assessments, we identified the root causes of friction and delivered a prioritised execution plan, governance framework and implementation roadmap.
Talk to us about your programme, whether you need us to deliver it, assure it, or fix it.
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