Achieving Your Value Aspirations
It doesn’t matter whether you’re facing an unexpected competitor, a sudden economic downturn, or even the routine ebb-and-flow of employee turnover. All these examples illustrate an important truth: the assumptions behind your transformation strategies are always changing.
What does this mean for those charged with strategy execution? Leaders of programs, projects, and portfolios must keep their eyes firmly focused on business strategy and flex as it changes. They must be equipped to adapt the execution of their strategies throughout the execution itself. Value depends on it.
Instead, leaders today may be tempted to focus purely on hitting milestones and staying within budget. In turn, they lose sight of the changes—across scope, priorities, and resources—necessary to maximize value creation.
Guided by Agility
Without an ability to execute in an adaptive fashion, opportunities will be missed. Silos will be drawn. Value will be left on the table. But, when approached in a flexible fashion, Program and Project Management (PPM)—inclusive of Agile Transformation—is an organization’s value generator. Our PPM and Agile expertise is designed to help you realize your biggest value aspirations. We partner across your business to design programs, execute key initiatives, optimize portfolios, and build project delivery capability—all guided by the principles of agility.
Value, This Way
Breaking down functional silos, orienting around customer needs, and empowering teams with autonomy: it’s just the way we do things around here.
It doesn’t matter whether you use Waterfall or Agile methodologies—or a mix of both: in a rapid-change climate, a monolithic approach to managing programs, projects, and portfolios won’t make the cut. Instead, an adaptive approach—guided by an agile mindset—keeps outcomes at the forefront.
Executing with Excellence and Building Capability
ALM Intelligence awarded us a “best-in-class” ranking for Project Management and Client Capability Development in its 2018 Communications & Change Management Consulting report.
How We Help
Leading the Pack in Transformation Realization
“…North Highland stands out for its ability to [deliver] in a truly seamless way that clients unanimously praise for accelerating design and implementation. This capability attests to a level of discipline in its approach to management engagements that has been mastered across the firm.”
OUR APPROACH
OUR WORK IN ACTION
A federal utility enlisted North Highland to create the infrastructure that would bring its new 20-year, $35 million power sales program to life.
Looking for growth in the energy imbalance market, a wholesale electricity provider chose us to drive a range of related projects and programs needed to break into and succeed in the energy imbalance market. Now, the client's future is bright.
We helped our client reduce organizational friction surrounding change, build transformation capability, and amplify value with a fluid, holistic approach that balanced business, client, and employee needs.
We've Earned Our Stripes
“[North Highland] has refined its consulting approach to operational excellence to better serve clients at different phases of the maturity spectrum, as well as different levels of agile operations."
Latest Thinking
Meet Our Experts
Alex Zetter
Alex has over 22 years of consulting experience and leads North Highland’s Program & Project Management practice. He’s an expert in guiding cross-functional teams through complex transformations. Alex has extensive experience in program and project leadership, program recovery, portfolio management, and large-scale systems integration projects.
Mark Len
Mark is an Associate Vice President at North Highland. He is one of the firm’s Transportation Subject Matter Experts working across the firm's global transportation clients to shape and deliver transformation programmes. He advises clients on the structure of transformation programmes, bringing experience of transportation agencies from both the UK and US, delivering programmes from asset management transformation to fare and ticketing reform and experience of infrastructure operators, train operators, and rail sector bodies.