Stakeholder Management

Stakeholder management in complex IT programmes is not about sending status updates. It is about understanding who has influence, who has concerns, who needs to be involved in decisions, and how to keep multiple senior leaders aligned behind a common objective when their operational priorities compete.

Elisabeth Butler manages stakeholder relationships across programmes that span multiple directorates, multiple organisations, and multiple levels of seniority. She has coordinated five directorates simultaneously, managed board level reporting for executive sponsors, and rebuilt stakeholder confidence in programmes that had lost trust.

Cross Directorate Alignment

Large IT programmes typically affect multiple parts of an organisation. Each directorate has different priorities, different risk appetites, and different expectations of what the programme will deliver. Elisabeth manages these competing interests by ensuring every directorate has visibility of programme decisions, a voice in governance, and a clear understanding of what the programme will and will not deliver for them.

Board Level Reporting

Elisabeth provides board ready reporting that gives executive sponsors and programme boards the information they need to make decisions. Her reports are honest, concise, and focused on what matters: progress against milestones, budget status, risk exposure, issues requiring escalation, and benefits tracking. She does not produce reports that obscure problems or create false confidence.

Rebuilding Stakeholder Confidence

When a programme has lost stakeholder confidence, recovery requires more than better reporting. It requires demonstrated delivery, transparent communication, and a track record of keeping promises. Elisabeth rebuilds confidence by setting realistic expectations, delivering quick wins, and establishing a pattern of reliable execution that stakeholders can trust.

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