When the Programme Changes Overnight

Challenges rarely arrive at convenient moments.

Sometimes they emerge just as projects are about to begin — shifting timelines, priorities and carefully developed plans. The instinct can be to hold steady and protect what already exists.

But experience has taught me that difficult situations often require something different: stepping back, reassessing the environment, and being willing to adapt delivery approaches quickly and pragmatically.

I experienced this directly during COVID while preparing to deliver two major projects — a new teddy museum and a permanent exhibition programme in Basingstoke — just as lockdown restrictions were introduced.

Almost overnight, project assumptions changed. Timelines became uncertain, procurement risks increased, and normal delivery methods were no longer possible.

However, the changing circumstances also created opportunities that would not normally exist within live public environments. With venues temporarily closed, projects could progress without the usual constraints around visitor access and operational disruption.

Rather than attempting to preserve the original delivery model unchanged, the focus shifted towards adapting programme strategy to suit the new conditions.

This included introducing COVID-safe site practices, revising delivery programmes to maximise available access periods, and adapting procurement approaches to respond to supply chain pressures and material shortages. Maintaining clear communication across teams and stakeholders was equally important, ensuring that decisions remained coordinated and delivery momentum continued despite uncertainty.

The outcome was stronger than anticipated at the outset.

Both projects were delivered ahead of schedule, key budget risks were identified and managed proactively, and the approach helped demonstrate organisational resilience during a highly uncertain period — ultimately contributing to successful support through a COVID recovery fund.

Looking back, one of the most important lessons was that project leadership during periods of uncertainty is rarely about forcing original plans forward unchanged. More often, it is about creating enough clarity and flexibility to recognise new opportunities as circumstances evolve.

In complex projects, the ability to adapt thoughtfully can be just as important as the original plan itself.