Our customer is one of the world’s leading manufacturing organisations, delivering transport power solutions across the globe. Customer support, manufacturing and business support are distributed globally, and the company invests £100m’s annually in technology, delivering transformation and continuous improvement for customers, staff and suppliers.

Whilst in the process of making a significant improvement to their IT Portfolio Management capability, they faced one of their greatest challenges ever, as a result of the Coronavirus pandemic. Customer demand dropped beyond any reasonable expectation and the strategic outlook turned from growth to protecting the business for the years ahead.

The Challenge

Following a number of new initiatives, aimed at reducing IT costs, the organisation had lost experience and capability. Despite multi-year IT investment being a critical factor in its long-term plans, there was little faith in the process and information used to prioritise and monitor hundreds of investments a year, totalling billions of pounds over a five-year planning cycle.

Investment was often mis-directed, with the business complaining that not enough was delivered and regular re-prioritisations meant work was often stopped in-flight. Faced with an impending restart to the financial year, they looked to Project One to support in the mobilisation, operationalising and scaling of a new portfolio management service.

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POSTED BY: Paul Clark - Director of Operational Improvement and Chairman

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