In today’s fast-evolving work environment, the demands on programme and project management have intensified, especially in sectors like healthcare, where merging complex systems like Electronic Patient Records (EPR) is a challenge.
I recently spoke with Stuart Ross, a senior project manager with experience across private and public sectors, who shared some actionable insights on driving successful transformations, particularly in the public sector.
Here's how his experience can help bridge the gap between slow-moving bureaucracy and faster, more efficient delivery.
The Power of Presence: Leadership in the Post-COVID Era
With many organisations shifting to remote work since COVID, Stuart highlighted the importance of balancing digital tools with in-person collaboration.
“A good programme director isn’t one that’s always behind their desk or fully remote. You need to work with the teams on a face-to-face basis,” he explained.
While platforms like Teams are invaluable, Stuart emphasised that face-to-face interaction is often the key to building relationships, fostering trust, and ensuring smoother project delivery. Meeting in person, even if occasionally, helps leaders understand the team better and communicate more effectively, leading to stronger project outcomes.
Empower Your Internal Team for Long-Term Success
One of Stuart’s key beliefs is that organisations often overlook their internal talent, especially when leading large programmes like EPR implementations. Instead of relying on external consultants or contractors, he advises organisations to trust and empower their internal Subject Matter Experts (SMEs).
“The best expertise comes from the people who already work within the organisation. They understand the day-to-day operations, and after the programme ends, you don’t lose that knowledge,” Stuart said.
By leveraging the knowledge of internal teams, organisations can avoid the pitfalls of losing critical expertise when external contractors leave after the project. SMEs are not only familiar with the systems but are also invested in the long-term success of the programme.
The Private vs Public Sector: Speed vs Red Tape
Stuart’s diverse experience has given him a unique perspective on the differences between private and public sector project delivery. In the private sector, he noted how quickly ideas can move from concept to execution.
“In the private sector, you could bring in an idea on Monday, get a proof of concept by Tuesday, and possibly have it in production by Friday,” Stuart reflected.
By contrast, public sector programmes are often bogged down by bureaucracy and red tape, making it difficult to move at the same speed. However, that doesn’t mean the public sector can’t be efficient. Stuart found that small, actionable changes — like streamlining processes and adopting effective tools — can make a significant difference.
Tools to Boost Efficiency: A Simple Yet Effective Solution
One of the most impactful changes Stuart introduced during his time at the NHS was the use of OneDrive for document sharing. Instead of relying on emails with endless attachments, OneDrive allowed for real-time updates and easy access to project documents.
“Rather than sending endless attachments, you send a link, and everyone can see the latest version. It’s a tool that makes a huge difference,” Stuart noted.
This simple shift eliminated unnecessary delays caused by outdated documents or waiting for team members to return to work. By using centralised, collaborative tools, project teams could stay on the same page and move forward more efficiently.
Takeaways for Effective Programme Delivery
Stuart’s experience across different industries has taught him that successful project delivery often comes down to three key things: being present, empowering internal teams, and using the right tools. By blending these approaches, public sector organisations can improve project delivery, even in the face of bureaucracy and red tape.
These insights provide a valuable roadmap for anyone managing large-scale projects, particularly in the public sector. While private sector agility is often envied, the right combination of leadership, empowerment, and tools can help public sector organisations achieve real results — without getting stuck in the slow lane.
