Turning Complexity into Clarity through Strategic Risk Leadership

Client

UK infrastructure organisation delivering a nationally significant transport programme (multi £bn) involving multiple delivery partners, contractors and government stakeholders. The programme represented one of the largest and most complex civils works in country.

Over time, the project organisation had accumulated heavy political and public scrutiny due to increasing cost and time pressures with forecasts for both on a constant upward trajectory. The organisation was under immense pressure to restore public confidence in achieving outputs and benefits.

Due to legacy issues, risk capability, maturity and culture across the client and contractor was particularly low and stagnant. There was little confidence in risk forecasts as the data was of poor quality, stale and the risk process was not robust or systematic.

The main works civils programme was split across several significant and simultaneous live (in delivery) work packages, with many interfaces, dependencies and spread geographically. There were many “moving parts” to navigate.

There were also a very large number of project stakeholders to engage. These included the full Integrated Project Team (project management, project controls and expert project disciplines), the central PMO function, client leadership and main works contractor.

Problem

To add to the complexity, the commercial and contractual environment was highly active with unanticipated risks impacting and increased uncertainty, leading to constant change, meaning the programme could not respond effectively.

This starting position represented an operating landscape which made it extremely challenging to make sense of true risk exposure, risk mitigation efforts and importantly difficult to implement critical risk improvements.

Solution

The current Kaleido risk expert, at the time, was parachuted in by the client to act as the senior risk lead deployed to firstly stabilise and then to improve risk management performance and capability across the entire programme. This was a significant and ambitious undertaking in a complex and highly dynamic operating environment which necessitated a broad spectrum of capabilities.

Partnering for Success >>> Change isn’t “done” to projects but “with” them, it’s a partnership which aims to leaves an enduring capability legacy. Before implementing any change, a vision was established for what successful outcomes looked like and agreed with senior leadership. Key project stakeholders were identified, accountability and responsibilities agreed and relationships established. Individuals and groups at various levels were then warmed up to help translate this vision, demonstrate value and build ownership and commitment.

Discovery Phase >>> A rapid discovery assessment was undertaken based on observations, information/data and most importantly, by eliciting constructive feedback from key stakeholders to understand their actual “reality”. A structured and systematic approach involved identifying gaps and weaknesses across people, process, data and tools. These observations were then played back to test for accuracy and validate assumptions which was vital ahead of solution development.

Systems Approach >>> It was important not to dive headfirst into solution mode. A systems thinking approach was adopted to strategically prioritise, design and plan how to target, optimise and integrate each of these elements which led to an over-arching intervention programme. This was then translated into specific, local and actionable plans which project teams and stakeholders could relate to and critically, understand how it would add value to their roles and work.

Adapting & Responding >>> Implementing systemic change in a live complex project with many moving parts, interfaces and dependencies is challenging. Business priorities would constantly change for project teams and place unanticipated pressures on them and by association impacting the planned interventions. This required being sympathetic, adaptable, responsive and highly supportive but always edging towards the end goal.

Risk Culture >>> Risk culture was in desperate need of being “re-ignited”. Building real behavioural change and embedding risk-based decision-making on projects meant focusing on people as a critical theme and priority. The risk foundations were established first based on education to improve knowledge, consistent language and awareness but was supplemented with targeted training, coaching and mentoring based on the specific needs of individuals or groups, both technical and non-technical in nature.

Innovation >>> Risk information was limited and static, therefore an innovative yet intuitive risk intelligence app was rapidly developed in Power BI and integrated with the core risk management system. This created “new value” by offering practical risk analysis and insights to improve the effectiveness of risk management, which could be measured. It was integrated with other business processes and deployed at scale to over 120 project stakeholders. It provided on-demand access to insights, drove significant process efficiencies and reduced costs. Positive feedback and engagement was exceptionally high.

Scaling Capability >>> To match the size, complexity and demands of the programme, a proposal was pitched (and agreed by the client) to establish a risk team. A strong and capable group of risk managers was sized-up, sourced, onboarded, organised and equipped to maintain high levels of risk services needed by the programme. This new capacity uplift helped re-energise risk management by providing greater levels of local and visible support to project teams and leadership. This helped to nurture and embed a risk aware culture.

Outcomes

This risk expert intervention delivered a step-change in the organisation’s ability to understand, manage and communicate risk across one of the UK’s most complex infrastructure programmes. Through a combination of strong leadership, collaboration and innovation, risk management was transformed from a fragmented process into a strategic enabler for decision-making and performance improvement.

Enhanced Risk Maturity and Confidence: A structured and systematic approach embedded consistency, accountability and clarity across all levels of the programme. Confidence in risk forecasts and data quality was restored, enabling leadership to make informed and defensible decisions.

Cultural Shift and Lasting Capability: By prioritising behavioural change and partnership, risk management evolved from a compliance exercise into a core aspect of delivery culture. The establishment of a high-performing in-house risk team ensured sustainability, leaving a tangible and enduring capability legacy.

Improved Efficiency and Transparency: The development and deployment of the Power BI risk intelligence tool unlocked real-time insights, streamlined reporting, reduced administrative burden and improved responsiveness to emerging risks. This increased transparency and trust between client, contractors and stakeholders.

Breaking down silos: By fostering mutual trust across client-contractor risk teams this enabled co-creation of solutions rather than transactional exchanges. Regular joint risk reviews, collaborative workshops and targeted interventions ensured consistent understanding of priorities and collective accountability for outcomes.

Strategic Impact: Improved visibility and understanding of risk exposure enabled the organisation to proactively manage uncertainty, prioritise mitigation efforts and focus on value delivery. As a result, risk management became an integral part of achieving programme objectives and rebuilding confidence in managing risk.

Extending the Risk Enterprise >>> Recognising that sustainable programme performance depended on shared ownership of risk, an integrated project team risk partnership "philosophy" and approach was adopted with the main works contractor. This was built on developing strong working relationships, risk team bonding sessions, transparency of data (one integrated risk system), collaboration across organisational boundaries and sharing of best practice and innovation to extend capability building initiatives.

This engagement illustrates how Kaleido can partner with clients to rebuild and strengthen capability at a critical juncture. By addressing people, process, systems and culture in tandem and by combining structured frameworks with hands-on coaching, mentoring and innovative digital tools we can empower our clients with renewed confidence.

This will result in not just more capable teams, but a more resilient project organisation, equipped with the risk intelligence, behaviours and governance needed to deliver with confidence to achieve successful outcomes.

For transparency, this case study draws upon the recent real life work experience of an industry trusted risk advisor prior to joining Kaleido.
Expertise, capability and experience follows the individual not past employers and our intention at Kaleido is to demonstrate our capability heritage.