CASE STUDY

Air Filtration Change & Program Management

Change & Program Management

Opportunity

With a top-down centralized management, this industrial conglomerate, needed to address the pace of change which was slow change was taking a long time without testing for customer or organizational fit.

Approach

We initiated and aligned the core EPMO structure, processes, guardrails, and governance model. We bootstrapped PPM tools, workflows, and processes to instrument and automate the measurement and monitoring of programs in-flight. We instilled the need to define successful outcomes, with clear goals, using pragmatic measurements to track progress, outcomes, and benefits realized. We asked the right questions, planning continuously, and strategically focused on the right customer and business outcomes.

Results

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Opportunity

With a top-down centralized management, this industrial conglomerate, needed to address the pace of change which was slow change was taking a long time without testing for customer or organizational fit.

Approach

We initiated and aligned the core EPMO structure, processes, guardrails, and governance model. We bootstrapped PPM tools, workflows, and processes to instrument and automate the measurement and monitoring of programs in-flight. We instilled the need to define successful outcomes, with clear goals, using pragmatic measurements to track progress, outcomes, and benefits realized. We asked the right questions, planning continuously, and strategically focused on the right customer and business outcomes.

Results
  • EPMO Strategies & Toolbox
  • Program Management Strategy
  • A consistent, predictable, repeatable common approach to change and delivery.
  • A common language and tools across the firm for managing change.
  • Shorter learning curves for Colleague’s & Partner’s to adopt new behaviors, processes, technologies, and approaches.
  • Enhanced governance & collaboration across stakeholders.
  • Improved stakeholder engagement and perceptions.
  • An improved capacity for constant change.
  • An enhanced the ability to continuously improve.
  • Improved business agility and ability to respond to evolving market needs.
  • Improved business performance (e.g. CLV, Growth, Lift, Margins, ROI, etc.).
  • An improved risk posture and ability to manage those risks.
  • Cultural inertia supporting new priorities and operating models.
  • Reduced operating expenses with a meaningful impact to the bottom line.

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