The Business Problem
- The Global Learning and Development (GL&D) group of a major global pharmaceutical company was looking for a better way to manage their comprehensive Portfolio of Learning and Development (L&D) programs in support of their Manufacturing Division.
- Lack of transparency/access to the portfolio content and understanding of progress being made.
- Learning Directors were not aligned with the organization’s overarching goals nor collaborated effectively.
- Portfolio funding/financial management was inefficient and complex.
- Portfolio Management practices were inconsistently applied.
- Delivery of value was slow and intermittent.
Addressing the Issues: Embracing New Ways of Working & Prioritization
- Partnering closely with leadership, we quickly assessed their current operations and developed a roadmap to guide them along their journey.
- We focused first on supporting leadership to embrace Lean Agile Principals, to help overcome cultural barriers through a change in mindset.
- We leveraged Lean Portfolio Management Processes as the foundation to support new ways of working.
- We provided executive coaching to help support and accelerate the overall adoption of Lean Portfolio Management.
Delivering Successful Outcomes
- Clear insight into a single, comprehensive and transparent portfolio.
- Strategy and execution alignment through the adoption of an interrelated hierarchy of work items.
- Simplified and effective financial management by moving from project to value stream budgeting.
- Efficient portfolio execution through the adoption of a consistent planning and delivery cycle.
- Learning Directors becoming an empowered, self-organizing and high-performing team of Portfolio Managers through the adoption of the Lean Agile Principles.
