Going beyond programme delivery

What defines successful delivery of large-scale programmes and projects? Time, cost, quality and safety are no longer enough. Today, success goes far beyond pure delivery.

No longer can those leading the world’s most complex infrastructure programmes and rely solely on exceptional technical expertise and sheer desire to get the job done. Today, there is a need for an approach that blends these capabilities with a stronger focus on delivering in the ‘right way’. 
 
Defined by collaboration, communication, and connection, the modern era of delivery demands that leaders seek the best physical outputs and a series of wide-ranging, long-term outcomes that not only support the client, but also benefit communities, the wider industry, and the workforce at every level of the supply chain. This vision is underpinned by a leadership style that motivates, empowers and inspires people to do great things.
 
It's an approach that builds trust with clients, leaves a legacy for communities, and enhances the reputation of the delivery partner. In turn, this mutually beneficial arrangement presents long-term, collaborative and sustainable growth opportunities for all.  

A range of viewpoints

When it comes to the ‘how’ behind successful programme delivery, capturing a range of viewpoints is crucial in identifying and driving better outcomes. It’s a view supported by research from Deloitte, which found that cognitive diversity can boost innovation by up to 20% and reduce risks by up to 30%. Where varied thinking is fostered within a culture of psychological safety, creative problem solving and challenging of conventional practices to find the right solutions occurs naturally. What’s more, by valuing different ideas, programme leaders not only realise intended benefits through positive and proactive decision making, but aid resilience in the face of problems by empowering teams to openly contribute to the discussion and find a fix.

Embracing this mentality early on is a cornerstone of collaborative delivery models. It’s essential because the holistic and end-to-end nature of collaborative models means they touch on countless elements of the programme. The scope of requirements across key phases – such as planning, pre-construction, design, construction, commissioning and handover – results in not only a wide range of technical requirements, but several complex stakeholder and supply chain interfaces. Recognising the different needs, levers and red lines calls for a team with breadth of experience and depth of perspective.

Many programmes and projects in the past have faltered because of a failure to get a handle on the intricate web of stakeholder interests, so it pays to have team members who can openly understand and relay outside views so that outcomes are reflective of the wider local, regional and national need. It’s not only the right thing to do, but it also derisks resistance to the programme and helps smooth a path to successful delivery.

While a programme team should be set up to have a range of perspectives, it’s also important to acknowledge the value of ‘company reach back’; we certainly do at Mace. Operating across four regional Hubs, we drive knowledge share and consistent service excellence through global service lines. Offering a suite of services under our core capabilities of programme and project management, PMO and planning, cost and commercial management, and advisory, global directors overseeing each are responsible for making sure that the lessons we learn on every programme and project find their way back to the wider business. From high-rise towers that push the boundaries of engineering in the Middle East, to exemplar social legacy programmes in Peru, we showcase the ideas, successes and challenges, as well as the people involved, to foster a global network of diverse thinkers and problem solvers within the business.

Doing things the ‘right way’

I talk about outcomes over outputs because it’s a mindset that enables legacy. Legacy benefits are something every client should have at the top of their priority list because, to me, they embody the ‘right way’. They look beyond the physical structures and focus on enriching and improving lives. Our goal as an industry should be to create places and spaces that foster social cohesion, support economic growth, and enhance quality of life. We must commit to giving back to communities by creating opportunities, improving infrastructure, and making a positive difference. 

This needn’t be at odds with the high-pressure stakes of on-time and to-budget delivery. Where outcomes and benefits are embedded as core objectives at inception, they mesh seamlessly with the schedule of works. Consider the programme to deliver the venues for the London 2012 Olympic and Paralympic Games. From the very start we were building more than just places for athletes to compete. We were lighting the spark for the long-term regeneration of an underdeveloped corner of London through the provision of new homes, new jobs, new facilities and renewed hope. The programme didn’t suffer because of the focus on outcomes, it existed because of them. Clear expectations and a shared vision – driven through a common culture across all parts of the programme team – ensured we stayed focused on ‘getting stuff done’ but never forgot why we were doing it.   

An associated benefit of this approach was the longstanding positive impact on our industry; an essential outcome if legacy is to be truly realised. That’s because a healthy, competitive and engaged supply chain is the bedrock for effective delivery. Bringing suppliers into the fray, structuring contracts in a way that motivates them, incentivising and rewarding success, listening to their expertise, and sharing knowledge with them fosters an environment that strengthens their offering and, crucially, sees them wanting to come back for more. Ultimately, it’s about acknowledging that if the supply chain wins, everyone wins.  

People and the planet

Outcomes focused on helping to tackle the global climate crisis can sometimes be overshadowed by the more tangible social value benefits, but the reality is that they are one and the same. Local communities are the first ones to benefit from efforts to act more responsibly. 

The key is to look beyond the buzzwords (like net zero) and see responsible delivery as going beyond carbon savings; it’s about creating a lasting, positive impact for both the environment and society. 

To be more environmentally responsible brings us full circle. Objectives shouldn’t be grounded only in long-term outcomes, achieved by the operational asset. Instead, it requires a commitment to incorporate sustainable choices into delivery at every scale: from major infrastructure programmes to the decisions we make as individuals. By focusing on environmental stewardship from this broader angle, we can all help meet today's needs while safeguarding the future for generations to come.