The Challenge
A European division of a global CPG company was struggling to deliver consistent project results across multiple countries and markets. Despite having talented people and real strategic ambitions, the organization lacked the structure and systems needed to execute reliably on scale.
The Stakes
Results varied significantly by country and team. Accountability was unclear; project reviews depended on the individual rather than a consistent standard, and leaders lacked the metrics to identify risk early or make confident go-no-go decisions. Without a clear picture of risks, problems surfaced late – when they were most expensive to fix.
The Result
✦ Strategic Alignment: projects selected based on clear organizational priorities, not historical momentum.
✦ Earlier Risk Visibility: stage gate reviews now structured around defined decision criteria rather than individual judgment.
✦ Market Opportunity Captured: PMO systems in place across the division, with teams trained and equipped to use them.
✦ Right Structure: organizational design in place to sustain improvements over time.
The Solution
New Oaks conducted a comprehensive PMO assessment, then worked alongside the team to implement changes across three areas:
Portfolio Prioritization
Linked portfolio decisions directly to Finance and integrated them into the annual planning rhythm. Established a clear prioritization framework accounting for resource constraints, business indicators, and financial thresholds.
Stage Gate Process
Interviewed key business leaders across functions to define the critical work and outcomes required at each gate. Built templates and trained the organization on the new process, with leadership reinforcement built into the rollout.
PMO Structure and Accountability
Restructured the team to put the right people in the right roles, clarified responsibilities across all positions, and implemented a change management system to drive sustained adoption.
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