Joint Ownership of that Special Space between BAU and the Future.

The Executive Team and a Program Manager jointly own that special space between BAU and the future.

That’s why any C-suite executive seeking the Holy Grail of transformation needs to be set for success before penning their signature to any business case for change.

Too many executive careers have been lost to good intentions gone bad.

Having spent 25 years working on complex programs of work, it’s clear to me that early risk and issue detection undertaken jointly by the Executive Team and a Program manager makes a program far more likely to succeed – regardless of your measurement of success.

Programs of work succeed where Executive Teams are inquisitive and continuously consult with and inform the change program they are driving. The best Program Managers have peripheral vision on the organisation’s needs, a factor highlighted in PwC’s recently published 4th Global Portfolio and Programme Management Survey.

Business leaders that managed problems only once they presented used to be rewarded. Now, business leaders that can identify, rate and front-foot problems honestly and proactively with their program lead are more likely to win.

And yet how can executives get real insights into the day-to-day challenges of the program team trying to affect real transformation?

Certus3 has channeled much of its energy into developing a new and innovative diagnostic tool set which asks the difficult questions of program team members and executives, uncovering for our clients, with almost unprecedented levels of accuracy, all pre-existing risks and issues and predicting those to come.

New Brand Caps Period of Expansion for Certus3

Media Release

Leading Australian program management and consulting firm Certus3 has capped a period of substantial expansion with the launch of a new brand that embodies its unique approach to program delivery.

Highlighting Certus3’s three differentiated strengths – knowledge, experience and certainty – the fresh brand is reflected in a new website that provides a gateway to insights on program and change management innovation gained from the team’s carriage of some the country’s most complex IT and business integration projects.

‘The program delivery landscape in Australia is littered with failed projects managed by relatively anonymous advisors. Our strong new brand reflects the confidence that we and our clients have in Certus3’s capability to effect large scale change, and to rescue good intentions that too often go wrong,’ said Simo Popovac, Certus3 Managing Partner.

Among recent innovations deployed by Certus3 is INSIGHTS360, an online tool that provides a high level assessment of the ‘true’ program status, analysing the impact people, through their behaviours and attitudes, have on program reporting.‘

The obvious clarity of Certus3’s brand mirrors the certainty that they bring to the highly ambiguous situations that the team is regularly engaged to fix,’ said Chen Ryan, of Squeeze Creative, the creator of Certus3’s brand and the chief impetus for its image facelift.

‘Given the success of the work undertaken to date by Certus3 and its longevity in the market, we sought to create a look and feel for the brand that was contemporary but timeless,’ he added.

About Certus3

Established in 2007, Certus3 assists organisations manage large-scale programs of work involving wide reaching organisational change. Offering program delivery and program management consulting services, the team’s growing client portfolio includes successful Australian corporations like Telstra, National Australia Bank, Woolworths, Perpetual, Asciano, and Myer.