$14+ B high-tech service provider struggling to develop products on-time, & on-budget following several acquisitions and budget cut-backs
The right people were not consistently engaged across organizations early enough to drive requirements and to manage impacts
Different groups used different processes and templates resulting in mis-matched expectations and project delays
No clear cross-organizational project prioritization or resource commitment approach for approved programs. Approved programs often languished without resources
Actions Taken
Chartered a process improvement project. Organized and led a Process Design Team and an Executive Steering Team
Built a coalition for change across 12 major functional organizations that spanned business lines
Designed a new streamlined process with clear stages, steps, deliverables, templates, and gates
Drafted an implementation plan and guided client on implementation, including a deep change management program
Results
Executive Steering Team expects 33% increase in value of pipeline output
Client organizations have embraced the process to do product development
Clear resource assignments across functional organizations are now made
