Field Guide No. 02 · First Edition 2026
A working reference for the senior leader accountable for whether a transformation programme actually pays back. The postures, the artefacts, the governance discipline, the benefits rhythm — and what separates a programme that ships from one that compounds.
7
artefacts the leader owns
8
programme archetypes
8
industries calibrated
12
decision-forcing questions
Aligned to the PMI Standard for Program Management and PMI Benefits Realization Management. Parallel reference: Axelos MoP/MSP.
You sponsor or lead a programme where the business case is signed and the operating-model change hasn't started.
You have inherited a benefits register with 'Owner: TBC' written on it.
You run a portfolio and can't tell which programmes have stopped deciding.
A portfolio that delivers excellent programmes against the wrong problems is a portfolio doing harm at scale. Value is operational leverage — what changes in how the enterprise actually works, after the programme closes. The leader's most important contribution is upstream of the funding decision, not in their visibility at the launch.
Two of the six postures. The rest of the guide is behind the form.
Every programme commitment answers a question about operational leverage. What stops, retires, or compounds because we did this? If nothing does, the programme is a renovation, not a transformation — and should be funded as one.
“What gets smaller, faster, or unnecessary because we did this?”
The system, the vendor, the platform — those are the cost. The deliverable is a different way of running the business: different roles, different decisions, different rituals, different data flow. The business doesn't receive a system at go-live, it migrates into a new operating model.
“What runs differently on the Monday after go-live — and who runs it?”
Four more postures, and nine sections, behind the form.
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If you are planning a system migration, portfolio reset, or complex multi-vendor delivery, we can help you make the trade-offs, establish the governance, and build a way of working your team can sustain.