Focus: Decision Architecture, Programme Governance, Execution Integrity
A diversified energy and infrastructure group was managing multiple large‑scale capital programmes across generation, transmission, and downstream assets.
While individual projects were progressing, senior leadership struggled to maintain control over cross‑programme priorities, capital allocation decisions, and execution consistency.
Devan & Company was engaged to address structural decision breakdowns that were emerging as scale and complexity increased.
capital programmes operating under a unified decision framework
overlapping governance forums consolidated
Single escalation logic established across major programmes
Reduced executive intervention during critical delivery phases
The Chalange
The organisation faced growing execution risk despite strong technical capability and experienced leadership.
Key challenges included:
- Fragmented decision rights across corporate, programme, and asset levels
- Programme governance focused on status reporting rather than decision resolution
- Capital allocation decisions revisited repeatedly due to unclear ownership
- Escalations surfacing late, often after schedule or cost impacts had occurred
While each programme was well‑managed in isolation, collective execution was incoherent.
Leadership described the issue as “too many decisions, owned by too many forums, with no single logic holding them together.”
What Did Devan &
Company Do
Devan & Company worked above individual programmes and systems, focusing on how decisions were made, escalated, and sustained across the portfolio.
Enterprise Decision Architecture
- Clarified decision authority across corporate, programme, and asset layers
- Defined which decisions must be made once, centrally — and which could remain local
- Introduced explicit escalation triggers tied to capital, risk, and schedule thresholds
Programme Governance Redesign
- Consolidated overlapping steering committees and review forums
- Re‑designed governance sessions to resolve decisions, not just review progress
- Embedded clear decision outcomes, owners, and follow‑through mechanisms
Execution Integrity Across Programmes
- Established a common decision logic applied consistently across major programmes
- Reduced ad‑hoc executive intervention by strengthening structural controls
- Ensured programme delivery aligned with group‑level capital and risk intent
No delivery partners were replaced.
No project management tools were changed.
The Results
Following implementation, leadership observed meaningful improvements:
- Clearer, faster capital and scope decisions
- Fewer late‑stage escalations across programmes
- Improved confidence in portfolio‑level reporting
- Reduced reliance on informal executive intervention
Most importantly, leadership regained predictable control over execution — without adding bureaucracy.
What Supported the Outcome
Ready to restore control at scale?
If your organisation runs complex, capital‑intensive programmes and still struggles to maintain decision clarity and execution control, the issue is structural.
