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    Part 4: Why Governance and Account Management Matter for Improvement Teams

    This is part of our ongoing blog series exploring the Continuous Improvement Team Maturity Assessment, today we’re discussing why governance and account management matter for improvement teams

    When we talk about the core elements of high-performing improvement teams, governance and account management might not be the most exciting topics — but they’re absolutely essential. In fact, they underpin the long-term success and credibility of everything your team delivers.

    Governance isn’t just about process and paperwork. It’s about keeping your stakeholders informed, aligned, and engaged. It’s how you ensure your sponsors understand what’s happening, what’s needed from them, and what benefits your work will deliver.

     

     

    Why It Matters

    Every improvement initiative relies on trust, clarity, and shared understanding. Without effective governance, it’s easy for projects to lose direction or momentum — especially when stakeholders aren’t clear on the ‘why,’ ‘what,’ or ‘how.’

    Good governance helps you:

    • Maintain stakeholder and sponsor buy-in
    • Provide clear escalation routes and steer decision-making
    • Track progress and mitigate risks effectively
    • Align work with organisational goals

    And when it comes to account management, it's not just about communication — it’s about connection. Understanding the business’s current challenges and strategic goals means you can shape your team’s initiatives to address them directly. That relevance is key to making your work matter.

    What Good Looks Like

    Effective governance doesn’t have to mean bureaucracy. What it should mean is having standard frameworks in place that your team is familiar with and can use consistently — things like:

    • Steering groups or boards for major programmes
    • Clear escalation paths
    • Standardised project charters that define scope, sponsorship expectations, and success measures
    • Agreed benefit realisation metrics (both hard and soft)

    Every programme of work may need something slightly different, but having a common starting point makes delivery smoother and more professional.

    Define Success from the Start

    Every piece of work your team delivers should start with a shared definition of success. This might include measurable outcomes like cost savings or process improvements, but don’t ignore softer metrics too — things like employee engagement or improved collaboration may be just as important to your stakeholders.

    By agreeing what success looks like from the beginning, you build alignment, create accountability, and set your team up for recognition when the outcomes are achieved.

    A Final Thought

    Governance and account management might not be the most glamorous parts of improvement work — but they are among the most powerful. With the right focus and a bit of structure, they can transform the effectiveness of your team and the impact of your work.

    Ready to see how your improvement team stacks up?

    Want to discuss a Team Maturity Assessment and start benchmarking your team against best-in-class practices? Get in touch today.

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    Ryan King

    Ryan is a Managing Partner at Reinvigoration. He has a passion for supporting organisations to define strategies for developing operational excellence enterprisewise. You can get in touch with him directly by Email or connect on LinkedIn.

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