Professional knowledge and strategic perspectives across strategy, projects, operations, engineering, transformation and business performance.
10 articles found
An executive test of the conditions required for PPP claims about innovation, risk, whole-life value and delivery discipline to survive operational reality.
Why leaders should challenge demand, criticality, alternatives and internal capability before deciding what products or services to procure.
Why PPP value for money must be tested through procurement, operations, change, handback and long-term service performance, not only at award.
Why procurement timing and strategy must be aligned with funding authority, budget structure, work packages and the enterprise value expected from capital.
Why tender criteria and weightings encode leadership priorities, shape supplier behaviour and determine which definition of value is most likely to win.
Why Public Sector Comparator analysis should inform PPP decisions without disguising assumptions, discount rates, risk valuations and qualitative uncertainty.
Why tender evaluation should begin with the decision the organisation needs to make, then work backwards through criteria, evidence and scoring.
Purchase price is visible; lifecycle and transaction costs are not. Better procurement decisions evaluate total value, risk, capability and long-term consequences.
Why tender criteria, weightings, scoring rules and evaluation governance should be fixed before bids are opened to reduce bias and improve decision quality.
Affordability is only one test of investment quality. Leaders must also challenge strategic fit, value, commercial viability and deliverability.