When it comes to selecting project sponsors for major digital transformations, organisations often fall into the trap of following so-called “best practices” without questioning their applicability. Throughout our years of consulting, We’ve observed a concerning tendency to apply universal rules to what is, in reality, a nuanced and context-dependent decision. Moreover, We have learned that selecting the right sponsor is only the beginning – creating the right support environment and governance structure is crucial for transformation success.
The Foundation: Strategic Sponsor Selection
The notion that business executives should automatically chair technology initiatives has become deeply embedded in organisational thinking. However, this oversimplified approach fails to acknowledge the intricate web of factors that truly determine project success. The selection of an executive sponsor demands careful consideration of the project’s nature and the scale of change it represents, whether predominantly business-focused or technical in nature. Equally important is understanding the organisation’s unique structure, its cultural dynamics, and the specific capabilities of its leadership team.
Creating a Strong Governance Framework
A critical yet often overlooked element of successful sponsorship is the establishment of an effective steering committee. This shouldn’t be a sprawling group trying to represent every stakeholder; rather, it should be a carefully curated team of influential stakeholders who can both challenge and support the sponsor through the transformation journey.
The most effective steering committees typically include:
- Key decision-makers who can remove obstacles
- Subject matter experts who understand the technical and business implications
- Independent quality assurance (IQA) representatives acting as ‘critical friends’
- Change champions who can advocate for the transformation
Importantly, steering committee membership shouldn’t be static. As the transformation progresses through different phases – from conception through to implementation and benefits realisation – the makeup of the committee should evolve to reflect changing priorities and needs. This dynamic approach ensures the sponsor always has access to relevant expertise and support at each stage of the journey.
Building a Comprehensive Support Structure
Time availability, whilst often overlooked in initial discussions, proves crucial to project success. This raises an essential point about organisational support: it’s not enough to simply appoint a sponsor and expect them to manage this additional responsibility alongside their existing workload. Organisations must actively work to create capacity for their sponsors, whether through temporary redistribution of their regular duties or by providing additional support staff.
Successful project sponsorship operates within a network of support. Forward-thinking organisations establish a support network around their sponsors, including:
- Dedicated business owners who can share the operational burden
- Sponsor delegates who can maintain momentum when the primary sponsor is unavailable
- Independent advisors who can provide objective perspectives and challenge assumptions
- Change management experts who can help navigate the human aspects of transformation
This support structure ensures continuity during leave periods and prevents the project from stalling due to competing demands on the sponsor’s time. Moreover, many organisations are recognising the value of providing coaching and mentoring support to their sponsors. Even experienced executives may benefit from targeted development in specific areas such as change management or technical governance.
The Essential Qualities of Effective Sponsors
The most successful project sponsors share a profound understanding of their organisation’s inner workings and maintain precise alignment with its strategic direction. They combine deep industry expertise, particularly in areas the project will impact most significantly, with the political acumen necessary to build coalitions through skilled negotiation. Perhaps most importantly, they demonstrate the courage to make challenging decisions when required.
However, these qualities should be viewed as a starting point rather than a complete toolkit. Organisations should be prepared to supplement their sponsors’ natural capabilities with targeted support and development opportunities, creating an environment where both the sponsor and the project can thrive.
A Framework for Sponsor Assessment and Support
Rather than relying on role titles, organisations should evaluate potential sponsors through four critical lenses:
- Organisational authority and influence – their ability to effect change and marshal resources
- Business domain expertise and understanding of operational realities
- Change leadership capabilities and track record in transformation initiatives
- Ability to commit meaningful time and attention to the programme
For each of these areas, organisations should ask themselves: What support can we provide to enhance our sponsor’s effectiveness? This might include appointing strong business owners to provide detailed domain knowledge, establishing clear delegation protocols, or providing executive coaching in change leadership.
Moving Forward
The path to effective project sponsorship lies not just in selecting the right individual, but in creating an environment where they can succeed. This means developing robust support structures, including an effective steering committee, sponsor delegates, and business owners who can share the load, while being prepared to invest in sponsor development where needed.
When evaluating your approach to project sponsorship, remember that success depends on three key elements:
- Selecting the right sponsor based on capability and context rather than role
- Establishing a strong, appropriately sized steering committee that can evolve with the project
- Creating comprehensive support mechanisms that enable the sponsor to focus on critical leadership aspects
The success of your digital transformation may well depend on your willingness to look beyond conventional wisdom and create a sponsorship environment that reflects your organisation’s specific context and needs. After all, in the complex world of project delivery, there’s rarely such thing as universal best practice – only practices that best fit your unique circumstances, supported by the right organisational infrastructure and governance framework.