Establishing an Enterprise PMO

A vertically organized Fortune 500 retailer was setting up an Enterprise Project Management Office. How could the company cut across segments to drive consistent and meaningful change? The VP of Strategy had already defined and resourced 10 cross-segment workstreams. But he needed help implementing and leading them.

Business Talent Group’s consultant had deep retail experience, both as an executive and a consultant. He served as advisor, advocate, and leader throughout the year-long implementation before handing off all processes to their business and functional owners.