Context :

An energy company was launching a transformation program to optimize its global operations. The program’s complexity, involving 12 interdependent projects and teams spread across three continents, was causing delays and internal tensions.

Approach :

We established a centralized Program Management Office (PMO) to coordinate projects, with real-time tracking tools and standardized processes. Particular attention was paid to change management, with training sessions and regular communications to mobilize teams. Risks were identified and mitigated through proactive analysis.

Results :

The program was completed on time, with a 10% reduction in planned costs thanks to better resource allocation. Operational performance improved by 18%, and employee engagement was strengthened, with an internal satisfaction rate up 15%.