Navigating the resistance, culture issues, and product strategy transparency challenges when adopting Lean Portfolio Management
Does your organization have trouble prioritizing? Does your organization understand how much investment they are making into certain product and technology areas? Are your C-levels aligned around the current year goals? Do they have common incentives? Do you have the right tooling to support this process?
All these questions were asked at the beginning of our Lean Portfolio Management (LPM) transition at a division within S&P Global and not all the answers were clear.
After training our C-levels in a Leading SAFe® class, the consensus was that we needed to implement LPM NOW!
In this story, we share the resistance, culture issues, and product strategy transparency challenges that we navigated when adopting LPM. We will also dive into the outcomes that made the implementation worth it. By the end of this talk, you will leave with five things that might help you with an easier LPM implementation journey.
About S&P Global:
S&P Global (NYSE: SPGI) provides essential intelligence. We enable governments, businesses and individuals with the right data, expertise and connected technology so that they can make decisions with conviction. From helping our customers assess new investments to guiding them through ESG and energy transition across supply chains, we unlock new opportunities, solve challenges and accelerate progress for the world.
Presented at the 2022 SAFe Summit by:
Mary Thorn
Vice President IT Strategy and Transformation, S&P Global
