Multiple teams and suppliers are pulling in different directions.
Create the shared accountabilities and control points that connect their work.
Governance & Delivery Model Design
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Make delivery everyone’s business.
We design practical governance and delivery models that give the right people the authority, visibility and control to move complex change forward.
A delivery model is a system of accountability.
Executive level
Outcome ownership & decision authority
Programme level
Direction, dependencies & investment control
Delivery level
Workstream ownership, evidence & escalation
One model. Clear authority. No silent gaps.
The model gap
Governance is not a calendar of meetings.
“It is the operating structure that makes decisions visible, assigns accountability and prevents delivery risk from becoming an executive surprise.”
When change becomes complex, organisations often add reporting but leave decision rights, escalation routes and delivery ownership unclear. Bushey designs the structure around the outcome, not the organisation chart, so people can act with confidence and issues surface early.
The delivery architecture
Four connected layers of control.
01 / Outcome
Purpose & decision rights
Define the outcomes, executive accountabilities and decisions that cannot be delegated.
02 / Govern
Forums & escalation
Set the cadence, authorities and routes that turn insight into timely action.
03 / Deliver
Roles & ways of working
Connect workstreams, suppliers and internal teams through clear ownership.
04 / Assure
Evidence & controls
Make readiness, risk and progress measurable at every material decision point.
What changes
Control without drag.
The model is deliberately lean: enough structure to prevent surprises, without slowing the people doing the work.
Decide
Decision clarity
Named authorities, decision thresholds and a visible record of commitments.
Connect
Joined-up delivery
Dependencies and hand-offs managed across teams, vendors and workstreams.
Assure
Evidence-led confidence
Readiness and progress supported by proof, not optimistic status reporting.
When to engage
When delivery needs a stronger frame.
Decisions are being delayed, revisited or made without context.
Establish the authority and evidence needed to move important choices forward.
Leadership needs confidence beyond a red-amber-green report.
Give executives clear, timely sight of progress, risk and readiness.