This international shipping company had a long history of failing to realize the intended benefits of large strategic programs. This was due to a limited ability to sufficiently define, anchor and track benefits.

Multiple programs and projects, working – with numerous different ways of managing change – had created an organization that managed change in silos. This limited its ability to build internal capabilities and leverage synergies across business units.

Finally, anchoring of a new way of working in the business had been very challenging.

Together with the executive leadership team, we established a roadmap and change engagement model for how to drive digital change. This enabled a significant reduction in the risk of project failure while securing faster implementation.

The new process added transparency in benefit realization to help drive top-down prioritization.

By focusing on in-house capabilities, we secured the realization of intended benefits via anchoring of business ownership and explicitly addressing change resistance and efficiencies.