Putting an activist PMO inside a manufacturer’s performance program.

Client context

The business context.

An industrial equipment manufacturer was running a profit-improvement program covering both cost reduction and revenue initiatives. The effort required a program-wide view as well as direct involvement in the main delivery workstreams.

The improvement portfolio continued to develop during execution. Management needed to follow individual initiatives, review progress at workstream level and keep the program office close to the teams doing the work.

The work

How the engagement was delivered.

• Connect governance to the chief executive

  Structured the PMO with its lead reporting directly to the CEO, maintaining a clear connection between program oversight and executive decisions.

• Embed support within delivery

  Placed program-office members full time in the main workstreams, alongside a central team responsible for the overall program.

• Track progress and develop the portfolio

  Used the company’s own tracking tools to follow initiatives, report monthly at workstream level and continue identifying improvement opportunities during execution.

What changed

Executive oversight connected to workstream delivery.

The program operated with a direct executive reporting line, embedded workstream support and regular reporting across the improvement portfolio. Its governance combined detailed initiative tracking with an ongoing process for identifying further opportunities.