Frequent escalations are rarely a sign of poor performance. More often, they reveal decision paths that are too slow or too complex. This edition explains why elongated governance chains create friction and how shortening decision paths stabilises execution.
Executive support often fades not because priorities change, but because ownership becomes unclear once governance takes over. This edition explains why buy-in erodes after initial approval and how to preserve commitment beyond the steering committee.
KPIs are often treated as proof of control. In complex IT services deals, they rarely are. This edition explains why governance, not metrics, determines whether outcomes are delivered and trust is maintained over time.
