The challenge to the client
A global pharmaceutical organisation was experiencing underperformance from its portfolio. The portfolio was suffering problems with delivery, and the organisation's leaders were unaware of the portfolio’s effective value to the business. This was caused by a lack of visibility, inadequate prioritisation and poor articulation of the portfolio’s investment initiatives. A transformation programme was launched to try and address these shortcomings. We were engaged to provide specialist portfolio management support.
In the ‘rapid detection phase’ we used our expert knowledge and materials to define ‘quick wins’, and implemented these in a robust, coherent manner.
We looked at the long-term fixes to identify gaps in the current process. We outlined a new portfolio model, which we compared with our client’s current model. This was pivotal in facilitating design workshops, asking how and where changes could be made, and developing the high-level implementation plan.
We led two of the key programme workstreams (Enterprise Portfolio Management Design and Organisation and Change) to further design and develop key components of the new portfolio operating model.
Value to the client
We realised ‘quick wins’ for our client in the early definition phase, while delivering the enterprise portfolio management operating model over a longer period.
Ultimately the new operating model provided increased visibility of the investment portfolio for our client, gave them greater control of delivery, and allowed them to make better strategic decisions.