P3M case study
Stabilising a failing multi‑organisation's technical programme
Business Strategy case study
Targeted diversification strategy for a professional services SME
CASE STUDY 01
P3M case study
Stabilising a failing multi‑organisation's technical programme
A complex technical programme delivering a new detection capability had fallen significantly behind schedule and was at serious risk of cancellation. Delivery spanned construction, specialist sensors, bespoke software, and multi‑system integration across multiple organisations operating at a third‑party site. Governance was weak, confidence was low, and there was a credible risk of legal challenge that could have halted construction entirely.
Eclectic Consulting was engaged to stabilise the programme and establish a credible path to delivery. Through rapid diagnostics, decisive stakeholder engagement, and the introduction of fit‑for‑purpose governance and controls, clarity was restored. A realistic, phased delivery plan was agreed, legal and operational risks were addressed, and cross‑organisation alignment was achieved.
P3M CASE STUDY
Full case study
When a complex, multi‑organisation technical project was heading towards delivery failure, escalating stakeholder conflict, and potential legal challenge, Eclectic Consulting was engaged to stabilise the programme and restore confidence.
Through structured recovery, stakeholder leadership, and decisive intervention, the project was brought back under control and progressed to successful construction completion.
ENGAGEMENT
Project recovery
SCOPE
Construction, sensors, bespoke software, multi-system integration
ENVIRONMENT
Third-party operational site with multiple stakeholders
RISK
Delivery failure, programme cancellation, legal challenge
OUTCOME
Project stabilised, stakeholders aligned, phased delivery plan agreed, construction completed
Situation overview
A critical programme delivering a new detection capability at a third‑party operated site had fallen significantly behind schedule and was at serious risk of cancellation. Delivery required the construction of a bespoke structure, installation of specialist sensors, development of new software, and integration across multiple systems, alongside operational changes for both the site operator and the equipment operating agency.
Despite this complexity, progress was being reported against unrealistic timelines, including an expectation to complete construction within three months despite there being no agreed design. There was no integrated delivery plan, governance was minimal, and risks were poorly understood or unmanaged.
Stakeholders across organisations held conflicting views on the technical and software solution, and confidence in delivery was low. Critically, there was a material risk that the third‑party site operator could block construction through legal action, further threatening programme viability.
P3M CASE STUDY
Our approach
Eclectic Consulting were engaged to recover the project and establish a credible path to delivery. The immediate focus was stabilisation, creating clarity where none existed and reducing the risk of escalation.
This began with a structured health check, including:
Reviewing delivery assumptions and reported timelines
Assessing governance, controls, and decision‑making structures
Analysing stakeholder positions, concerns, and constraints
Identifying critical delivery blockers and legal risks
Strategy connected to delivery
Empathetic but decisive stakeholder engagement was central to the approach, particularly where resistance stemmed from operational impact and legal exposure.
This enabled concerns to be surfaced explicitly and addressed constructively.
Following stabilisation, a structured recovery plan was implemented. This intervention restored clarity, rebuilt confidence, and enabled controlled progression towards delivery. This included:
Developing a realistic, phased delivery strategy
Rebuilding the integrated delivery schedule and clarifying scope
Introducing fit‑for‑purpose governance, reporting, and project controls
Implementing active RAID management and risk visibility
Facilitating cross‑organisation decision‑making forums
Negotiating alignment between the third‑party site and the operating agency
Resolving differences in the proposed technical and software solution
Finalising the construction design and installation approach
Defining operational changes required for implementation
Addressing legal risks associated with construction at the third‑party site
P3M CASE STUDY
Outcomes
The engagement transformed a high‑risk initiative with no credible delivery plan into a controlled, achievable programme.
Key outcomes included:
Project cancellation avoided
Legal risk mitigated and managed
Stakeholder confidence restored across multiple organisations
Construction design finalised and build completed
Phased delivery plan agreed under realistic timescales
Further benefits delivered:
Clear, achievable delivery timelines established
Governance and controls reinstated
Budget clarity achieved
Risks actively understood and managed
Aggressive but credible delivery pace agreed
Project stabilised and handed back for completion
GET IN TOUCH
Facing a high‑risk project?
If your project is behind schedule, facing stakeholder conflict, or operating against unrealistic expectations, early recovery intervention can prevent escalation and protect outcomes.
Talk to Eclectic Consulting about stabilising delivery before failure becomes inevitable.
CASE STUDY 02
Business strategy case study
Targeted diversification strategy for a professional services SME
A professional services SME had entered a new market opportunistically, but was struggling to gain traction. Leadership lacked clarity on which areas to target, how to differentiate, and whether capability aligned to the opportunity.
We carried- out structured strategic analysis combining external market assessment, competitive analysis, and internal capability review. Through leadership workshops and targeted evaluation, we identified diversification options, assessed strategic fit, and developed a practical growth roadmap.
BUSINESS STRATEGY CASE STUDY
Full case study
ENGAGEMENT
Business strategy & diversification
CLIENT
Professional services SME
CHALLENGE
New market entry without traction
FOCUS
Strategic analysis and targeted diversification
OUTCOME
Clear growth direction and delivery-aligned roadmap
Situation overview
A professional services SME had entered a new market opportunistically, but was struggling to gain traction. Despite early activity, the organisation lacked a clear strategy for how to compete, where to focus, or how to differentiate.
Leadership were uncertain which elements of the new market to target and whether the organisation’s existing capabilities aligned to the opportunity. Multiple growth options were being considered simultaneously, creating competing priorities and diluting focus.
Key challenges included:
Opportunistic market entry without structured strategy
Capability not aligned to the new market
Leadership assumptions not validated
No clear differentiation
Overlapping growth options
Resource constraints typical of SMEs
Lack of structured strategic decision-making
Risk of diluting core offering
Time pressure to capitalise on opportunity
Without intervention, the organisation risked continued investment without achieving sustainable traction.
BUSINESS STRATEGY CASE STUDY
Our approach
Eclectic Consulting provided structured business strategy support to transform an opportunistic move into a deliberate diversification strategy.
The engagement combined external market analysis with internal capability assessment to build a clear strategic picture.
This structured approach enabled leadership to evaluate options objectively and define a realistic path to growth.
Strategic analysis
External environment assessment
Market attractiveness analysis
Competitive positioning review
Growth opportunity identification
Internal capability assessment
Resource and capability audit
Core competency analysis
Differentiation assessment
Capability gap identification
Leadership alignment
Strategy workshops
Stakeholder interviews
Assumption testing
Strategic options evaluation
Strategy development
Targeted diversification strategy
Sector prioritisation
Market positioning definition
Strategic recommendations
Implementation roadmap
Delivery-aligned action plan
BUSINESS STRATEGY CASE STUDY
Outcomes
The engagement moved the organisation from reactive diversification to a structured growth strategy aligned to capability and market demand.
The organisation gained clarity on where to focus and how to build a sustainable position in new markets.
Key outcomes included:
Leadership aligned on targeted diversification strategy
Clear prioritisation of target markets
Defined differentiation and positioning
Capability gaps identified and prioritised
Strategy formally adopted by leadership
Growth roadmap connected to delivery
Investment priorities established
Hiring strategy defined
Marketing repositioning identified
Partnership opportunities explored
Bid strategy aligned to target markets
Pipeline opportunities identified
GET IN TOUCH
Looking to diversify but unsure where to focus?
We help SMEs identify growth opportunities, align leadership, and build practical strategies connected to delivery.