The MentorBlueprint is our unique framework proven to guarantee success for your business-critical program.
No-one else does program execution this way.
It draws on our battle-tested experience over the last 30 years.
It focuses on the 5 critical factors that you must get right at the start.
It’s easy to assume these are all in place. You may hold regular meetings where you hear the “right” noises.
But take a good look at how people act and behave, rather than what they say.
Then, rigorously look at each factor in turn and see how you really measure up.
Alternatively, ask us. We’ll work with you and your team to show you exactly what you can do if they’re not.
And we’re so confident our approach can work for you, we’ll guarantee its success.
Watch the video and find out how the MentorBlueprint can help any business shape a program for success.
At the heart of the MentorBlueprint are 5 critical factors.
Collectively, they give a business-critical program the best possible start in life. It will help you to set up a powerful custom-built execution framework – that delivers peace of mind for your business.
Each factor has a set of acid tests to gauge the extent to which a client’s program matches our success factors.
Scroll over the diagram and test it yourself.
is binary, you can’t be “mostly” aligned.
The more the executive team shares a common view of the change, the greater the chance of success. All executives must have shared accountability for it – reflected in personal compensation plans; they must visibly commit their organisations to deliver the change. If one or more executives don’t share the vision, it will quickly hit choppy waters.
more-of-the-same is never enough.
Programs fall into two classes – regular and complex; there’s little in between. Complex programs tend to be business-critical because the future of the business depends on them. But crucial organisation design questions are regularly overlooked. Each program requires a tailor-made team, a custom organisational model – and a dedicated, standalone plan.
planning saves time in execution.
The program plan is made up of three interrelated plans – the Work, the Schedule and, the Budget. All should be consistent and synchronised. They rarely are. As a rule, the description of the Work is the most thorough. But if a program is transformational, at least 80% of the initial time schedule is bound to be questionable because of its uniqueness. The Budget depends on the precision and accuracy of the Schedule. And if this is way-off, the Budget will be dubious. Hence first-cut plans tend to be a little naïve, unrealistic – and riddled with heroic guesses.
cheap isn’t always better.
Most programs are built on the success of at least one major supplier or partner. Choosing the right suppliers and having a strong working partnership can make or break it. When you need a top-notch partner, it’s critical to screen out offers that are “too good to be true. Joint business plans eliminates long-term timewasting and unproductive bureaucracy. Many companies have similar goals but the reality rarely matches the rhetoric. Companies have much to gain from strategic supplier relationships.
silence isn’t golden, it’s deadly.
No business-critical program can be delivered in isolation. It relies on work packages – or dependencies – completed by different projects from within the program; from other programs; and, from other functions within the business. Including external hardware and software vendors. In fact, each work package is a mini project. And if these are not identified, understood, negotiated, and managed, big holes in the program plan are inevitable. Disconnects are hazardous and can easily cause a program to come to a shuddering halt.