The portfolio and transformation team provides portfolio management, project management and business analyst services to a wide selection of business customers within this automotive group. The level of perceived quality and value-add varied extremely depending on the customer they were supporting. The team was generally not well regarded with many stakeholders across the wider organisation feeling the team were slow at responding, difficult to work with, had a lack of urgency in engagement especially when reviewing and prioritising new demand, were not agile or flexible enough to meet fast moving business requirements and lacked the processes, skills and capability to meet their needs.
Project One was engaged to review and recommend improvements to the team’s structure, ways of working, processes, and culture.
The first step was to understand the current challenges and issues within the portfolio and transformation team as perceived by the wider business stakeholders and teams. A vision and objectives were developed and confirmed with the CIO along with a supporting plan to deliver the review and provide recommendations and an implementation plan.
The review focused on a number of areas including:
The improvement themes were categorised and grouped into a set of improvement initiatives that spanned one or more themes. Working with the Transformation and Portfolio Director, these were ranked in priority and impact to both business outcomes, vision and objectives, and success of the team.
Careful consideration was given to the structure of the team itself and a variety of organisation models were considered along with a review of supporting job descriptions so that they were aligned to the changes being proposed. A preferred option was agreed with the Transformation and Portfolio Director and the HR business Partner.
The review of governance and reporting processes recommended changes to improve cross-business meeting alignment for a more effective flow of data and reporting. A number of improvements currently underway by the existing team were intercepted and reviewed against the new priorities.
A report was produced for the CIO, and Transformation and Portfolio Director detailing the process, outcomes, and conclusions of the review. A prioritised list of improvement initiatives, with a supporting roadmap and plan was presented covering:
The team is now in the process of implementing the recommendations.
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