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.
They were in the process of making a significant improvement to their IT Portfolio Management capability when, in March 2020, a company with a heritage stretching back to the 1900’s, faced one of its 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.
After a number of re-organisations, 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 and a necessary organisational capability, there was little faith in the process and information used to prioritise and monitor hundreds of investments a year, totalling billions of pounds over the five-year planning cycle.
Investment was often mis-directed, the business complained that not enough was delivered and regular re-prioritisations meant that half the work started was stopped.
Faced with an impending restart to the financial year, they looked to external organisations to help and asked Project One to support in mobilising, operationalising and scaling an Enterprise Portfolio Office (EPO).