The benefits and barriers to true delivery partnership: How to implement for the best possible outcomes

A while ago, I wrote for this website about how delivery partners can help public and private sector clients meet the demands of rapid urbanisation in a world where projects and programmes are becoming more complex and facing increasing political and public pressure. In that article, I discussed how engaging the right partner brings fresh thinking and specialist expertise that frees up client teams to focus on the areas where they can add most value. When paired with smart procurement and strong supply chain relationships, this approach can lead to more efficient, cost-effective, and sustainable delivery. 

Since then, the model has gained real traction. In 2024, Mace was appointed as delivery partner for the Hudson Tunnel Project by the Gateway Development Commission. Earlier this year, Mace was also selected by NHS England as the programme delivery partner for its New Hospital Programme. 

These exciting opportunities will not only realise outcome-centric infrastructure that supports millions of people across two major economies, but also emphasise the growing recognition of the value delivery partners bring. These opportunities and benefits are fully realised by implementing delivery teams in a way that best sets them up to succeed. 

Start strong, start early 

Major programmes rely on thousands of people working as one team – aligned around a shared vision, communicating clearly, and solving problems together. Without that alignment from the outset, delays, cost overruns, and reduced confidence in future delivery are all too common. 

Bruce Tuckman’s team development model – “forming” to “performing” – is often referenced, but in this context, “forming” might already be too late. The groundwork needs to be laid even earlier, when the problem, the programme, and its desired outcomes, are being defined. 

With a dedicated outcomes focus, this is the time to establish your culture – one that encourages collaboration, knowledge sharing, and a growth mindset. What’s more, remaining focused on outcomes and aligning the culture gives the best shot at realising the benefits of the programme. All of this is for nought, however, unless there is an effective delivery strategy to follow. Establishing a clear mobilisation strategy, informed by a realistic maturity assessment and underpinned by cultural drivers, will give the strongest foundations for a high-performing team from day one. 

Clarity and culture as delivery tools 

Beginning a delivery partnership successfully requires a focus on both core structural elements, like processes and tools, as well as ‘softer’ elements, like culture, communication and commitment, which can often be much harder to achieve. Building a strong team is dependent on much more than the personnel involved. Skilled individuals need an environment where they feel supported and empowered to do their best work. That kind of environment doesn’t happen by accident. 

A true delivery partner’s role begins here. With a track record of successful delivery, and an intimate understanding of suppliers – informed by nurtured relationships – the right delivery partner can leverage its experience to inform how to build a programme team and start off on the best foot. 

At Mace, we believe that strong teams are built on clear purpose and defined outcomes (which essentially form the culture), as well as good governance and proven processes. While it’s tempting to rush through early planning, time invested upfront can pay dividends in avoiding or mitigating delays or overspend. Gaining clarity around what the team is there to do – it’s purpose – and how it will work together should be the first priority. That clarity should inform the team’s brief, how it is formed, who it includes and how the programme is structured. 

A true delivery partner understands how a strong vision pairs well with a clear understanding of the programme’s impact. With clarity over purpose and vision, the culture a team needs to deliver becomes clear. Building a suitable culture can take effort and time but getting it right early on sets the stage for a high-performing team. This is much easier to do when it has been considered before the team is formed. 

For a vision or a purpose to take hold though, it needs support from an entire team – not just leadership. Everyone – or at the very least, a critical mass – must feel it relevant and meaningful to them. It helps to involve a broad mix of people early on from different roles, companies and levels. An experienced, outcomes-focused delivery partner can help with capturing views from across a diverse cross-section of the supply chain, and even a wider stakeholder audience, from local and regional organisations, both public and private, to impacted individuals and end-users. Their input helps shape a culture that reflects the realities of how the team will work together and puts into sharp focus the importance of taking ‘best for programme’ decisions. 

On long-term programmes, this early investment in culture pays off, helping to create a more cohesive, motivated team that’s set up for success over the long haul. 

Know what you’re working with 

Delays and complications on major programmes often stem from internal challenges and threats to momentum, not just external pressures. That’s why it’s so important to assess delivery readiness early. This means taking a clear-eyed look at the capabilities of everyone involved – clients, consultants, contractors, and the supply chain. This step is crucial to our delivery partner approach at Mace, as we’ve seen it improve outcomes again and again. 

A good maturity assessment or readiness review digs deep. It identifies what’s working, what’s not, and what needs to change. It’s okay if the current state doesn’t match the ambition – what matters is having a realistic baseline and a plan to move forward. 

The POPIT model is a useful tool here. It looks at five key areas – People, Organisation, Process, Information, and Technology – to give a well-rounded view of delivery capability. This kind of structured assessment helps teams build resilience and prepare for the scale and complexity of major programmes. 

Setting up for success 

As rapid urbanisation continues to drive demand for infrastructure, the pressure on client organisations to deliver at scale and speed is only increasing. Delivery partners have a vital role to play in meeting that challenge, but their impact depends on how well they’re embedded from the start. 

By investing early in culture, clarity of purpose, and honest assessments of delivery readiness, we can build the kind of high-performing teams needed to deliver complex programmes smoothly and sustainably. In a world where the pace of change is only accelerating, getting this right isn’t just helpful, it’s essential.