Thomas Becker

Interim Programme Governance

When control is no longer effective.

Pro­grams have cle­ar­ly fai­led — and yet they con­ti­nue unab­a­ted.
Cos­ts and sche­du­les lose importance, decis­i­ons are blo­cked, respon­si­bi­li­ty remains open.

Intervene instead of appeasing.

When orga­niza­ti­ons beco­me inca­pa­ble of acting, ope­ra­tio­nal sup­port is no lon­ger enough.

Move­ment is simu­la­ted while decis­i­ons and respon­si­bi­li­ty remain open. Pro­grams con­ti­nue to run even though they are cle­ar­ly fai­ling.

In the­se situa­tions, inter­ven­ti­on is nee­ded: brea­king down blocka­ges, cla­ri­fy­ing respon­si­bi­li­ty, res­to­ring the abili­ty to make decis­i­ons — befo­re the dama­ge beco­mes irrever­si­ble.

This is where I take action.

Case 1

A stra­te­gic pro­gram for the reo­ri­en­ta­ti­on of digi­tal com­mu­ni­ca­ti­on is blo­cked by the over­ar­ching con­ti­nen­tal unit.
The blo­cka­de at all levels means that busi­ness are­as are unable to act at the natio­nal level.

Case 2

In a busi­ness-cri­ti­cal over­all situa­ti­on, the manage­ment has appro­ved the imple­men­ta­ti­on of a pro­gram with a clear bidget. The asso­cia­ted cost-inten­si­ve pro­duct was purcha­sed, but it turns out that the agreed cos­ts and ser­vices have no basis whatsoe­ver.
The pro­duct can­not be used in the plan­ned form, the pro­ject is at a standstill and the com­pa­ny is intern­al­ly blo­cked.

Case 3

The Euro­pean sub­si­dia­ry wants to imple­ment a pro­gram that is rele­vant to it. It is depen­dent on the tech­ni­cal imple­men­ta­ti­on of the US parent com­pa­ny. The lat­ter has other prio­ri­ties.
Cos­ts and sche­du­le are curr­ent­ly out of con­trol.

Do you have this situa­ti­on in your com­pa­ny or do you have a ques­ti­on? Then wri­te to me.

Tho­mas Becker
KAPITEL D GmbH
Münz­gas­se 1/2/47
1030 Wien

📞 +43 676 830 83 400

✉️ thomas.becker@kapitel‑d.com

Imprint

Pri­va­cy Poli­cy

Coo­kies

© 2026 Tho­mas Becker — Kapi­tel D GmbH — All rights reser­ved