The P3 Accord was a fully formed program alliance to sustain the Orion P3 aircraft fleet.  After five years, the Accord was experiencing cultural and commercial challenges — relationships were strained, and performance was acknowledged by all parties as sub-optimal.

PCI was engaged to conduct a health check, make recommendations to improve outcomes, and implement a change strategy to turn performance around.

This was a mature, fully operational alliance rather than a new establishment — meaning the challenge wasn't setting the right foundations from scratch, but diagnosing what had gone wrong inside an existing commercial and cultural structure, and rebuilding trust and performance without disrupting an ongoing, safety-critical defence program.

PCI's role: 

• Reviewed the Master Agreement to identify commercial ‘rub points’ inhibiting performance and assisted in making key changes, including simplifying an over-complex risk regime.

• Supported re-design of the Accord organisational structure to enable more robust governance and a genuine integrated project team.

• Implemented a High Performance Team program involving all parties, coaching program for the leaders and managers and an Alliance 101 training program for all employees to embed the right culture and alliance behaviours.

Outcomes: 

• A 35% uplift in the Accord’s overall performance within the first 12 months

• The Accord became one of the best performing contracts within Department of Defence.

• PCI continued to provide  support, advice, coaching and training to the Accord for the following 7 years to ensure that the high performance culture was sustained long-term.

In the client's word:

“Holly has an ability to appreciate the local environment and work with the team to address cultural issues and improve performance. Our results were beyond expectations due in great part to Holly's support. I have no hesitation what so ever in recommending her services to others.”

Martin Ball

General Manager P3-Accord