Initial Situation
A large German corporate group was under public pressure and facing a comprehensive strategic realignment. The service portfolio was fragmented, and value contributions and responsibilities were sometimes unclear. Internal overlaps, complex group structures, and politically influenced coordination processes slowed down necessary decisions.
Lever
A partner from our team took on a central program steering role within the strategic transformation project. Together with the involved departments, the project team developed and implemented a transparent evaluation and decision-making logic for the service and product portfolio. Clear criteria regarding brand core, customer benefit, economic viability, and risk, as well as defined governance, timing, and escalation processes, created the basis for reliable decisions. A C-level sounding board accompanied critical strategic decisions and supported their anchoring within the corporate organization.
Result
The portfolio was more consistently aligned with core services and strategic value contributions. Transparency and decision-making capability increased, binding coordination channels were established, and organizational complexity was reduced. The newly created governance evolved into a permanent standard for future portfolio decisions.
Duration: approx. 12–18 months · Role: Program Steering in Strategic Transformation Project
