A value office to steer transformation
Transformation initiatives tracked project by project, brought under a single view of value creation.
Context
An industrial group was running several transformation initiatives in parallel — operational excellence, digitalisation, cost reduction and new product development — without a common forum to arbitrate priorities, connect initiatives to strategy, track realised value against promised value and reallocate resources accordingly.
Approach
- 01Definition of a Value Transformation Office with a clear mandate, governance and steering cadence.
- 02Inventory and prioritisation of current initiatives by expected value and execution risk.
- 03Introduction of a common framework to track realised value against promised value.
- 04Monthly governance routines to arbitrate priorities and reallocate resources.
- 05Consolidation of decisions and indicators in a dashboard for the leadership team.
Outcomes
- A consolidated view of the transformation portfolio, previously spread across multiple project owners.
- A shared framework to compare promised and realised value, initiative by initiative.
- Monthly governance that actively arbitrates priorities instead of reacting to them.
- Resource reallocation decisions based on data rather than each project's visibility.
Methods used on this engagement
A transformation portfolio without a value office is a list of projects, not a strategy.
Three other cases
Specification books checked against regulation before production, rather than after.
A complete, standardised process repository, without months of manual mapping.
Change announced once and then left to frontline managers, structured and tracked through to actual use.