One of the keys to success is understanding how to effectively work with senior stakeholders who, while not directly involved in the governance of a programme or transformation, still have the power to exert undue influence. The soft power these individuals can exercise is not to be underestimated; this alone can completely de-rail a programme or scupper transformation before it even begins.
For example, there may be senior members of the organisation with a vested interest in the project succeeding. Though they are not directly involved in its delivery, they may feel obliged to provide their views on the direction of the project. However, if they are too hands on, they can start to override the project manager. While a problem from a hierarchical view, this scenario can also lead to decisions being made that are not properly informed by the realities of the project. The senior stakeholder does not attend programme meetings, but shapes the project without having to pay respect to the control environment. This effect can be done unintentionally, however it can completely undermine the controls put in place.
In our experience working with councillors, clinicians, programme heads and subject matter experts, it is essential to understand their interest and stake at the outset. You must develop a strategic view, one that goes beyond the effectiveness of controls. These stakeholders typically care less about compliance, and more about the future outcomes. In their view, they are champions of their part of the organisation, which may need to be protected or shielded. This can lead to interventions that kill transformation in its tracks.
For example, in the NHS there is often a tension between a financial motive to cut costs, and the commissioners themselves, who have a vested interest professionally, reputationally and ethically to have the right medical equipment. This leads to different stakeholders holding disparate, but equally legitimate views. The only way to resolve this tension is to work together from the outset.