How does this differ from the programme's own risk log?

A programme log tracks delivery risk against plan. The register examines organisational risk — decision paths, capacity, interfaces and ownership — which rarely appears in a milestone view.

Who owns the register afterwards?

Every entry is assigned a named owner inside the organisation. The register is handed over, not retained as a consultant artefact.

Can it be run mid-programme?

Yes, and it often is. A register produced six to twelve months into delivery tends to explain slippage that the plan alone cannot.

How are severity and priority set?

Against the readiness frame and the consequence for the transformation's value, then calibrated with the steering group rather than scored in isolation.

OVP

Instrument 03

Transformation Risk Register

The organisational risks your programme office will not surface, with a prioritised plan to address them.

← Organisational Value Programme

The question this instrument addresses

Where will this programme actually stall — and who already knows it?

Which decisions must pass through a single point that cannot carry the volume?

What is my programme office structurally unable to report to me?

What becomes visible

— Decision paths that add weeks between escalation and resolution, invisible in a milestone plan.
— Interfaces between functions where accountability is shared and therefore held by no one.
— Informal power structures that will determine adoption regardless of the formal governance.
— Risks the delivery organisation has priced as normal friction because they have lived with them for years.

What we do

The work, in the sequence it usually takes.

01Initial sponsor dialogue and question definition
02Review of relevant strategy, financial, organisational and operational material
03Leadership and stakeholder interviews
04Workshops or working sessions
05Examination of decision flows, interfaces and dependencies
06Analysis and development of hypotheses
07Validation with relevant leaders and stakeholders
08Prioritisation of interventions and next steps

Not every activity applies to every engagement. The sequence is shaped around the question being asked.

What we examine

The lenses this instrument works through.

Decision rights and governance

Where authority sits, and how long a decision takes to travel.

Execution dependencies

Sequencing, shared resources and commitments that collide with the programme.

Technology and process

Process and platform interfaces where handovers routinely fail.

Organisational risk

Concentration, single points of failure, and unpriced delivery exposure.

Stakeholder experience

How the change lands for the people expected to adopt it.

Cost and value

Where delay, rework and escalation quietly consume the business case.

What you receive

— Organisational risk register, scored by severity and likelihood, with named owners
— Value and friction map across the delivery chain
— Risk and dependency overview for the steering group
— Prioritised intervention options and a 90-day action agenda

How the engagement works

Typical sponsor: Chief Executive, Chief Financial Officer, or the transformation steering group.
Relevant participants: Programme leadership, functional owners, and the teams at the interfaces.
Duration: Typically five to nine weeks, depending on programme scope.
Interviews and workshops: Typically twelve to twenty interviews and two to three working sessions.
On-site and remote work: Working sessions on-site; interviews and analysis largely remote.
Expected leadership involvement: Typically one hour per interviewee; a half-day steering read-out.

The scope is shaped around the organisational question. OVP is not sold as a standardised diagnostic package.

How this instrument connects

The register turns readiness findings and leadership verdicts into concrete delivery exposure, and defines what execution support must be aimed at.

It is frequently used on its own once a programme is already in flight and progress has slowed without a technical explanation.

Contributes to: Diagnosis · Choices · Intervention

Common questions

How does this differ from the programme's own risk log?: A programme log tracks delivery risk against plan. The register examines organisational risk — decision paths, capacity, interfaces and ownership — which rarely appears in a milestone view.
Who owns the register afterwards?: Every entry is assigned a named owner inside the organisation. The register is handed over, not retained as a consultant artefact.
Can it be run mid-programme?: Yes, and it often is. A register produced six to twelve months into delivery tends to explain slippage that the plan alone cannot.
How are severity and priority set?: Against the readiness frame and the consequence for the transformation's value, then calibrated with the steering group rather than scored in isolation.