In order to face the challenges of organizational transformation, numerous technological, organizational and process-related changes are required of companies. These result in a large number of projects and initiatives, which are often driven by individual silos within the organization, so that planning, budgeting and implementation are carried out by separate business units or regions.
However, it is essential for a successful portfolio to maintain an overview of the initiatives and their dependencies. Factors such as scalability, avoidance of redundancies, and a clear focus on resources and EBIT must be considered consistently. Therefore, companies need to establish a governance structure to force the centralized control of strategic goals. This focuses resources, shortens project runtimes and ultimately increases the ROI of the project portfolio.
Governance answers the following key questions:
- Which structures, processes and tools can be used to manage digitalization initiatives holistically within the organization?
- How do I steer my digital portfolio towards more strategic contribution, ROI and internal and external scaling?
Governance as a steering body is accompanied by a future-proof “Target Operating Model”. Seamless integration into the structural and process organization is then guaranteed during the implementation of digital projects. This way, digital solutions and use cases can be operated sustainably even after the project ends.