We’re about being there for our clients when it really matters. When it absolutely has to be right. Doing the right thing is both our ethos and sweet spot. And it’s why clients turn to us again and again.
After completing my MBA and MS at University of Pittsburgh, I joined Schering Plough, a pharmaceutical company that was subsequently bought by Merck. I spent 8 years in the Pharmaceutical industry ser...
Manisha Agarwal, Consultant
View Manisha now
It's the people that make Berkeley different to other consultancies.
Bright, friendly, down-to-earth people who are both thinkers and doers. Working by your side, as consultants and colleagues, to get the right results.
Whatever your long term career goals, we’re here to support you. Through an open dialogue, we help our people to build the capabilities, experiences and networks they need to boost their careers.
Delivering complex change at scale: A more strategic approach to managing portfolios of change
Home > unspun > unspun 31 - Berkeley New York > Delivering complex change at scale: A more strategic approach to managing portfolios of change
Our clients are increasingly accountable not just for running their organisations but for delivering complex, highly interdependent change.
Delivering change at scale will always be difficult, but in our view taking a smarter, more strategic approach to portfolio management can maximise the long term value of change and reduce delivery risk.
Done well, Portfolio Management – the prioritisation, co-ordination and control of interconnected programmes of change to deliver in support of strategy – can be a powerful tool for senior management. When effective it can drive forward change in an integrated, transparent manner, ensuring effective utilisation of scarce resource and minimising risk.
However, realising the value of a portfolio management capability is difficult to get right.
We often see portfolio management functions lost in the detail as opposed to driving out clarity, avoided by delivery stakeholders rather than sought out for advice, adding to the weight of process not removing it. In short, functions that end up looking in to the delivery party rather than driving it forward. Done poorly, portfolio management can be counter-productive, all too easily adding complexity and cost and frustrating efforts to deliver change on the ground.
We have placed cookies on your computer to help make this website better. You can change your cookie settings at any time. Otherwise, we'll assume you're OK to continue.