54%
of UK organisations say most or all of their transformation programmes run late.
Source: Reading Room, The UK Digital Transformation Delay Report, 2026.
Programme Health Check
What is a month of delay costing your programme?
Find out the health score of your programme, and get a custom report with recommendations on improvements.
When a programme slips, the spend keeps running while the benefits in the business case wait. Our 360° Programme Health Check puts a figure on that cost in under a minute, then looks at how the programme is run and where the delay is coming from. You receive a personal Programme Health Report with the changes that would make the biggest difference in the next 90 days.
Around ten minutes. Your cost of delay appears straight away.
The questions look at how the programme is set up and run. Every result describes the structure around the programme, and none of it is a judgement on the people leading it. Your answers are confidential, used only to prepare your report, and never shared with your organisation or sold to a 3rd party.
Why programmes slip
Every week a programme moves to the right, there is a distinct knock-on effect. Few organisations ever step back to identify the impact it is having.
Delay builds in the gaps between functions, systems and reports. Each team sees its own part of the programme, and by the time the full position reaches the steering group, the cost of delay is already being paid.
£27m
of value is lost for every £100m invested in transformation, during mobilisation and execution.
Source: Sullivan & Stanley, survey of 200 UK C-suite leaders.
32%
of UK leaders can give their board a complete, real-time view of their transformation portfolio.
Source: Emergn, 2026 research.
The knock-on impact
Delay rarely stays contained. It spreads into three costs that compound with every month the programme runs late.
The cost of delay
Every month a programme runs late, the team, suppliers and overheads keep running while the benefits promised in the business case wait.
Misdirected effort
When functions plan from different pictures of the programme, effort goes into work that is later reworked, reprioritised or stopped.
Lost leadership capacity
Senior time goes on finding out what is happening, which leaves less of it for the decisions only leaders can make.
See what delay is costing your own programme, and where it is coming from.
Two starting points
Programme Revamp works whether a programme is in difficulty or just beginning.
The four days are the same in both cases. What changes is the starting point, and the questions the leadership team needs answered first.
When a programme is in trouble
Back on track
Milestones are moving, the steering group sees a different picture each month and decisions wait for the next meeting. Programme Revamp brings the real position into view and restores the rhythm of decisions, so the leadership team can show the board it has a firm grip on delivery.
When a programme is starting
Set up for success
A programme is about to begin, or a newly appointed leader has just inherited one. Programme Revamp builds the foundations early, so the patterns that slow programmes elsewhere have little room to take hold.
How it works
Four days on site, spread across four weeks.
One day a week gives your leadership team time to act on each session before the next one. Each day builds on the last, and the fourth brings everything together on one wall.
Programme strategy
One agreed view of what the programme must deliver, for whom and by when, with priorities the whole leadership team will stand behind.
The flow of work
A map of how work moves from idea to delivery, where it waits, and what that waiting costs the organisation each month.
Measurable goals
A small set of outcome-based goals that every function plans against, so progress is judged on results rather than activity.
Visual management
The programme's real state on one wall, where decisions are made in the room and every action stays visible until it is resolved.
What you leave with
A leadership team that can see the whole programme and steer it.
At the end of the four weeks, your leadership team has four things in hand.
An agreed strategy
Clear priorities for the programme that every function understands and plans against.
A map of how work flows
The points where work waits, with a monthly figure on what that waiting costs.
Goals every function shares
Measurable outcomes that make progress easy to judge at every level.
A working wall and a 90-day plan
A Recommendations Report that sets your baseline for cost of delay, decision speed, confidence in the numbers and agreement on priorities.
If your leadership team chooses to keep the room running, the report sets out how, built on your programme's own figures.
Book a call
Talk through your programme.
Thirty minutes with Steve to look at where your programme stands and whether Programme Revamp is the right next step.
Programme Revamp call
A 30-minute conversation about your programme: where it stands today, what delay is costing, and how the four days would be shaped around your leadership team. You leave knowing whether Programme Revamp is the right fit.