OUR EXPERIENCE
Cases
Real-world transformations delivering measurable impact across industries and geographies.
FMCG
Projects Alignment through a Strategic Management Office
Industry
FMCG
Capability
Strategic Management & Project Portfolio Management
Challenges
The starting point.
The business division was managing 300+ ongoing projects without clear prioritisation or visibility of their impact and status. Risks could take 2–3 months to reach senior management, while increasing pressure from the Group CFO required greater visibility of capital project impacts on cash and EBIT.
Actions Taken
From strategy to action.
- Developed a bespoke methodology to rank strategic projects and applied a consistent valuation approach across all initiatives.
- Prioritised 30 projects out of 300, representing approximately 70% of the company’s expected cash generation over the next 5 years.
- Defined clear roles, responsibilities and milestones for each selected project and established SMO governance with weekly updates.
- Developed an SMO tool to quantify the impact of project risks and issues on cash and EBIT.
Results
Measurable outcomes.
300→30
PROJECTS PRIORITISED
70%
CASH GENERATION
+3%
EBIT
- 3% increase in EBIT after 12 months, driven by project prioritisation and more effective response to issues.
- Improved communication between departments.
- Enabled quicker identification of root causes and solutions.
- Fostered a more performance-driven culture with clearer accountabilities.
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