Henk has more than two decades of project and programme management experience. In parallel he played delivery director roles in two consulting firms before joining Deloitte in 2016.
A master’s degree in Future Studies kindled a deep interest in complex systems thinking, and how this changed expectations of the project manager role, conditions for team performance and definitions of project value. He led various CX and data & analytics transformation initiatives over the past seven years. These gave him direct experience of success factors and points of failure on complex digital programmes.
Henk currently leads Deloitte Africa’s Transformation & Delivery Management practice. The practice offers services in programme leadership, lean portfolio management, Agile transformation, programme assurance and rescue.
Transformation programmes deal with resistance to change. Programme managers are traditionally likely to manage resistance as a risk, an obstacle in the path of a successful outcome. However, resistance is just another form of human communication. In this workshop, we will explore the social and psychological root causes for resistance. With that understanding, we will then consider how to switch resistance from programme risk, to programme opportunity.
Teams on complex projects need to learn as they execute. It is already challenging to achieve conditions favourable for learning in single teams. How do we maintain them in large-scale, digital transformation portfolios?
A real-life transformation programme example will be used to show how to scale: