Notes from the practice.
Writing grounded in lived program experience, not commentary on commentary. We publish when there's something worth saying. Read what's here, or write to us with the topic you would have us think about next.
The dual-layer governance problem: why most program operating models conflate strategy and delivery.
Most enterprise programs fail not for lack of strategy or talent, but because the operating model that connects the two is broken. Strategy needs governance that meets monthly and decides on capital. Delivery needs governance that meets weekly and decides on dependencies. Most programs run a single layer that does neither well.
Why most M&A integrations fail in the 100 days nobody plans for.
Cost synergies hit at 60-90% realization. Revenue synergies hit at 15-30%. The variance is not the deal model. It's what happens in the first 100 days post-close, when the integration plan meets operational reality and the synergy curve either compounds or quietly slips into the next quarter.