Coordinating a consumer-group merger through an activist PMO.

Client context

The business context.

A global consumer company was combining several businesses through a merger. Its program office had to provide coordination across the combined group while change activities remained within the divisions.

The program required a shared financial baseline and a view of integration activity across geographies. Central oversight needed enough detail to coordinate delivery without imposing the same reporting depth on every geography.

The work

How the engagement was delivered.

• Connect the central office and divisions

  Used an activist central program office to coordinate the merger, with change efforts distributed across the divisions.

• Bring financial tracking into the program

  Combined program coordination with financial baselining and tracking, keeping the value agenda within the central office’s remit.

• Cover the full initiative portfolio

  Roadmapped the integration initiatives and tracked them at different levels of detail by geography, alongside communication and change management.

What changed

A common management structure for a distributed merger.

The delivery model connected central coordination, financial tracking and communication with divisional implementation. It provided portfolio-wide coverage of the merger initiatives while allowing the level of tracking to vary by geography.