Managing Change and Risk Across Northern Ireland’s Public Transport Network

During a period of significant organisational change, Strategy Matters was commissioned by the Senior Leadership Team (SLT), reporting directly to the CEO, to deliver a full Business Change Review with risk identification and mitigation across all departments — Rail and Bus Operations, Infrastructure, People and Culture, Commercial, and IT.

The work was delivered in three stages:

Stage 1: 3-Year Change Interfaces, Interdependencies, and Risks

AHGC consulted with over 40 department heads and project leads to map the timing, end dates, and interdependencies of change projects and initiatives through to July 2026.

Key actions included:

• Presenting results to SLT in a clear, visual format covering: Capital Plan, Grand Central Station, Bus Operations and Change Programmes, Rail Operations and Change Programmes, Asset Management, BAU Change, Continuous Improvement, Bus and Rail Performance, and People.

• Highlighting critical and non-critical interdependencies and their impact on teams.

• Compiling a high-level Corporate Risk Register (CRR).

  
  

Stage 2: Change and Risk Workshops + Gap AnalysisWorkshops were held with stakeholders in eight critical areas: Grand Central Station, Major Programmes, Bus, Rail, Rail Closures, Technology Change, Asset Management, and People.

From this stage:

• Major change risks were identified, with owners and actions set over a 6-month period.

• Risks were cross-referenced with the CRR and OGSM framework to identify gaps in mitigation.

• Findings and gap analysis results were presented back to SLT.

  
  

Stage 3: Risk Mitigation and ActionAHGC worked with programme owners to address critical risks identified in the gap analysis. Risks were managed in one of three ways:

1. Managed within the relevant project or programme.

2. Added to the Corporate Risk Register.

3. Amended the OGSM framework to include new Level 1 or 2 strategies with defined owners, measures, and milestones.

   
   

Project Outcome

For the first time, SLT had full visibility of cross-divisional interdependencies and risks. They gained assurance that no significant risks or “blind spots” were left unmanaged during a critical 3-year period of change.

Expertise Required

Delivering this project required:

• Understanding and connecting complex interactions across multiple projects and departments.

• Presenting complex issues simply and effectively at SLT and Executive level.

• Strong communication skills to work cohesively across diverse departments, disciplines, and personalities.

Contact Us: www.the-strategy-matters.com