MAINTAINING CHANGE DISCIPLINE IS CRITICAL TO AVOIDING DISJOINTED, INEFFECTIVE REGULATORY DELIVERY
As with all major change initiatives, success with regulatory programme delivery requires having the right people in the right roles. To prioritse what needs to be delivered from what does not, programme directors and project managers must command sufficient subject matter expertise to challenge internal stakeholders, the IT function, third party vendors and the regulator.
Major change programmes typically fail – often without any tangible results and costs running into the millions – due to a lack of sponsorship, slow decision making and ineffective management of the scope, requirements and design process.
Parker Fitzgerald Partner, David Northen, says “the more complex the undertaking, the more critical it is to focus on the basic foundations for success: clear scope, plans, team structure and governance”.
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