Peter, what practical steps can leaders take to shift from spreadsheet-driven reporting to structured, evidence-based decision-making without overwhelming their teams?

The first thing I'll say is don't start by trying to replace every spreadsheet.

That's a technology project, and you probably create more work than you remove.

Start with a decision.

Ask, what's an important decision that we're currently struggling to make confidently? It might be whether a program is genuinely ready to move to the next stage, whether the organization is ready for go-live, whether the benefits are still credible.

whether a particular delivery area is deteriorating or even whether we should continue investing in the initiative at all.

then went backwards.

Peter, when AI highlights a risk that contradicts human intuition or political pressure, what governance practices help leaders act with confidence rather than hesitation?

How does it work and what changes for the client by adopting that sort of mentality?

Yeah, so...

We previously kind of touched on assurance and the difference between what we offer as a service rather than just doing insurance.

But it's probably worthwhile just kind of recapping what we mean by assurance and then I'll answer your question.

So what typically happens in assurance is that, especially in the UK, people follow a three lines of defence model.

So first line of defence is within, in this example, the programme team, so they kind of self-assess them.

Then an independent part, usually internally, usually the PMO, carry out a set of assurance activities, making sure that the project or programme is delivering within the kind of tolerances.

Is that right? M-A-S-T? So, yeah.