GBG boasts a vast range of products and solutions across its business units and locations, and as always, a new project was on the horizon. The internal project management team were already over-committed on existing initiatives and were now faced with a challenge at a different scale, a programme affecting multiple business units, making accurate and timely reporting to stakeholders a challenge.
Recognising that this project was different and critical, the company had to tackle the challenge of keeping synergy between several divisions with consistent engagement and accurate information output. A project leader was required to sit between internal stakeholders and the delivery teams, ensuring the project phases were adequately prioritised and resourced within GBG. The executive team within GBG knew what outcomes they wanted from the project, but getting there, they needed someone to bridge the gap. Working with Gradient, GBG decided to implement a higher level of governance to the management of the project by providing robust oversight of the project at the business and executive level.