Consortium management

Moving a complex and cross-organizational programme forward can seem impossible for those involved.Why is consortium management so complicated? Problems in such projects are often caused by underestimation of technical and organizational complexity of the project. Other causes are an either too informal collaboration or too complex governance structures. Or simply different priorities and interests between the parties involved. The challenge is keeping all parties aligned and maintaining speed in decision making at once. Efficient program management is not enough.

Your questions

  • We want a complex project with multiple parties to be managed by an experienced and independent party
  • We struggle to come to common agreements and to effectuate those on tactical and operational levels while maintaining progress
  • We fail to deliver according plan and are faced with uncontrolled delays
  • Our cooperation is an imposed responsibility in which we have difficulties to create progress taking into account all the interests of the parties involved
  • How do we increase our chances of success to achieve the goals and planning?

The solution

We believe that complex and cross-organizational programs need an approach beyond classic program management. Therefore, we add Business Diplomacy. Our method for achieving consensus between the parties through searching for concessions, taking in account all individual positions and interests. We are completely neutral and transparent in our actions, whilst creating close relationships with all parties involved. These ingredients are key for successful consortium management.

Our approach

Using our neutral position we create a robust Program Management Office using tried PMO-methods. Additionally, we help stakeholders at all levels to reach consensus or, alternatively, define acceptable decision criteria to reach common objectives. We ensure strategic decisions are translated into the operational execution. We take responsibility for facilitating the process and provide the program with correct and centralized information.

  • Business Diplomacy: facilitating the consortium when compromises seem impossible
  • PMO: classic program management using tried methods
  • Diagnosis: analysis and improvement of the program organization and implementation of quick wins
  • Program design: implementation of program organization and governance with clear mandates and responsibilities

References