Lessons to Emulate Reports

Our Lessons to Emulate reporting utilises the McKinsey 5 C’s Model (McKinsey Centre for Government, 2018) as a framework for capturing the lessons (and gaps) for delivering end of project reporting for large-scale public sector transformation projects.

WHAT WE DO

Global research showed that the disciplines identified in the McKinsey 5C’s Model are each a driver of success, regardless of geography, service, scope, or structure of transformation and are common for transformations in the public and private sector.

Transformations that effectively address all these disciplines are more than three times as likely to succeed than those that do not. Embedding all 5C model disciplines, results in 45% of transformations being rated as successful, with a 55% chance of only partial success.

HOW WE DO IT (THE McKINSEY 5C’S MODEL)

There are five disciplines that clearly distinguish successful transformations...

1

Committed Leadership

Transformation leaders must commit extraordinary energy to the effort, take personal accountability for success or failure, lead by example, and challenge long-established conventions. To inspire transformation, they must spend substantial time communicating face to face with the people affected, listening as much as they talk.

2

Clear Purpose & Priorities

Successful transformations paint a compelling picture of their destination and make it clear to public servants and citizens why the change is necessary. When it comes to objectives, less is more: successful efforts keep targets few, specific, and outcome based.

3

Cadence & Coordination in Delivery

The delivery of transformations requires a fast yet steady pace, a flatter hierarchy than is usual in the public sector, close collaboration between different agencies and functions, and the flexibility to solve problems as they arise. It also requires an empowered and focused transformation team to drive and track progress.

4

Compelling Communication

Every government communicates, but only a few do so effectively. Nearly 90 percent of participants in our transformation survey said success would have been enhanced by engaging more with frontline employees. Transformations need well-planned, in-depth, and genuine two-way communication with all the groups affected by the change.

5

Capability for Change

Although public sector services are often staffed by highly skilled people, they rarely have deep expertise and experience in change management. Reliance on business-as- usual capabilities is a major contributor to the high failure rate of government transformations.Three sets of skills are particularly important; project and program management; and digital and analytics skills.

Lessons to Emulate case studies

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The McKinsey 5C’s whitepaper

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Our Lessons to Emulate Clients

WHAT OUR CLIENTS SAY

We continue to partner with portfolios, programs and projects for leading global organisations, government departments and agencies, providing modern, best practice, services including end project reporting, Gateway reviews, Agile assurance reviews, project health checks and assurance advisory services.

"From the time of initial engagement to the delivery of the report, PM Solutions were very professional and thorough. The review team extracted the right level of information, with their insights and conclusions providing the project with the information to make improvements to our approach.”

"This review has been a very positive contribution to ensuring the program is set up for success... on behalf of everyone involved in the program I would like to extend my thanks to the review team for what has been a very worthwhile experience."

"PM Solutions dealings with project stakeholders was first-rate and gave all stakeholders confidence that the assurance review would be detailed and comprehensive, which it ultimately was. PM Solutions made themselves available at short notice to meet the project's schedule for the review."

"PM Solutions have been engaged as an assurance partner and their support has enabled an effective partnership that has provided the SRO with timely advice and insight, we continue to partner with them to provide a large statewide, multi-year and multi-site delivery."

"The project has engaged PM Solutions for several gate assurance reviews in this large complex project. All work by PM Solutions has been of a very high quality, and the engagement provided by PM Solutions staff with project stakeholders has been received very well. I'd be happy to engage PM Solutions in further project work."

"PM Solutions was engaged to provide implementation assurance at short notice. They were responsive and accommodating throughout the engagement. The quality of the deliverable was of a high standard. I would not hesitate to engage PM Solutions again."

"PM Solutions assisted our project to remain on track according to the governance requirements of our organisation. As a customer, the project team felt supported by knowledgeable consultants who offered detailed advice based on experience and understanding of government processes."

The structure and methodology of the P3M3 assessment, and the way in which PM Solutions approached it, was extremely constructive. The real value of the P3M3 model, as brought to life by PM Solutions, was that together we were able to sequence and prioritise relevant improvement efforts to gain immediate and tangible benefits, which then built the necessary momentum and support needed to tackle some of the more challenging findings.

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