Two days for transformation leads and delivery heads: operating-model design, team topologies, and the governance that keeps an agile rollout from collapsing into ceremony.
By the time most transformations are in trouble, the teams are running their ceremonies faithfully and nothing has got faster. The stand-ups happen. The boards are groomed. And the organisation around the teams is still structured, funded and governed exactly as it was.
These two days are about that surrounding structure: how work is sliced across teams, where dependencies are designed in, how funding and governance have to change, and what leadership actually has to stop doing.
You work on your own organisation throughout. By the end of day two you have a target operating model on paper, a dependency map of your current state, and a sequenced transition plan you can defend to an executive committee.
The pattern behind stalled rollouts: practice adopted, structure untouched.
Value streams, hand-offs and the dependencies nobody owns.
Stream-aligned, platform, enabling and complicated-subsystem teams — and choosing honestly between them.
First draft of the operating model, on paper, for your own organisation.
What has to change in budgeting and reporting for the new model to survive its first cycle.
Flow, outcome and health measures — and retiring the ones driving the wrong behaviour.
The specific executive habits that quietly cancel a transformation, and what replaces them.
Phases, risks, decision points and the story you will tell your executive committee.
Each participant commits to a first move with a date on it.
Owning an agile or operating-model change that has to show results this year.
Running many teams and watching throughput stay flat despite good practice.
Holding governance that was designed for a different delivery model.
Accountable for the outcome and needing a defensible plan, not a framework pitch.
Strategy Execution Consultant & Executive Leadership Coach
Founder of Agile Great, Niroshan has spent over a decade inside the execution problem — as an Agile coach, a PMO lead, and latterly as the consultant enterprises call when a transformation programme is losing altitude. He works with leadership teams across Sri Lanka, the Maldives, the Middle East, Europe and the Americas.
No. We cover what each framework is good for and where each breaks, but the day is about designing for your context rather than adopting someone’s template wholesale.
Bring colleagues if you can. The work is on your own organisation, and having two or three perspectives in the room produces a far more honest current-state map. Group rates apply from three seats.
No, but we hold a delegate rate at a nearby hotel and send details on registration.
About an hour: a current org chart, your last two quarters of delivery metrics if you have them, and a short written note on what prompted you to come.
Yes — a 60-day advisory check-in is included, a one-hour session to review how the transition plan is holding up in practice.
Submit the form and our coordinator confirms availability, sends the invoice and your joining instructions within one working day.
14
Nov 2026
Masterclass
One full day on the discipline that separates strategies that land from strategies that stall — cascading objectives, installing a weekly cadence, and holding the line on execution.
05
Dec 2026
Conference
A full-day gathering of CEOs, CHROs and transformation leads on what actually makes OKR programmes survive past their second quarter. Case studies, panels and practitioner clinics.
09
Oct 2026
Webinar
A 90-minute working session on the coordination costs of hybrid work — and the small set of rituals that reliably bring a split team back onto one page.
Connect with Niroshan Madampitige to discuss strategy execution or custom workshops.