Most capital programs do not fail because of bad engineering, weak controls, or insufficient capital. They fail through gates that pass without real commitment, decisions that arrive just late enough to destroy optionality, and long-lead choices made before the organisation is truly ready, none of it visible until the returns have already been affected.
In this latest paper from our InfraPE Execution Performance Series, VISION looks at capex certainty as a question of practice rather than project management, examining how commitments are actually made, why decision latency compounds over the life of a programme, and what it takes to govern the timing of decisions rather than just the plan.