A global transportation company with large, autonomous business units had recently identified the need to provide customers with consistent information and business practices across all business units.
In the past, the company’s business units had prioritized and pursued product development programs regardless of the impact on other parts of the company.
While product development portfolio management practices were already established at the company, these practices did not incorporate cross-enterprise criteria.
There was concern that the cross-enterprise analysis would be compromised if it was not both user-friendly and well-aligned with the existing process. The company had decided to pursue both process/workflow improvement and automation.
As a Fortune 200 organization, there were highly restrictive IT security protocols in place that limited options for tools that could enable process/workflow automation.