When shared responsibility slows the work
Several functions are involved, but decisions keep reopening and ownership remains unclear. I work with the sponsor and the people doing the work to establish where authority, accountability and day-to-day practice no longer connect.
Make decisions easier to act on
We surface the competing requirements, agree who decides and clarify responsibilities and escalation. The result can be revised governance, a working agreement between functions or a targeted change to the operating model.
Relevant experience
I led consulting delivery of a banking client-review programme, coordinating business, risk, technology and operations from design into rollout. Read the assignment.