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Global steering
Decision capability
Regional alignment
Governance clarity
Building a Shared Steering Model for a New Global Business Unit
Building a Shared Steering Model for a New Global Business Unit
Building a Shared Steering Model for a New Global Business Unit
When one way to operate and steer across regions was needed
When one way to operate and steer across regions was needed
The challenge
A newly created global business unit had to become steerable as one business. Before the unit was formed, activities had been embedded in different legacy structures. Reporting and approvals had grown around audit needs, quarterly management reviews and regional practices. That setup served its original purpose — but it was not designed for a global business with its own management agenda, regional footprint and growing investment pipeline.
A newly created global business unit had to become steerable as one business. Before the unit was formed, activities had been embedded in different legacy structures. Reporting and approvals had grown around audit needs, quarterly management reviews and regional practices. That setup served its original purpose — but it was not designed for a global business with its own management agenda, regional footprint and growing investment pipeline.
My role
I led the work to connect executive management, regional business units, governance, IT and the external implementation partner. My contribution was to translate different regional perspectives, formal approval requirements and management needs into a common portfolio and prioritization logic — while keeping the business need for a usable, decision-oriented solution visible throughout delivery.
I led the work to connect executive management, regional business units, governance, IT and the external implementation partner. My contribution was to translate different regional perspectives, formal approval requirements and management needs into a common portfolio and prioritization logic — while keeping the business need for a usable, decision-oriented solution visible throughout delivery.
What changed
I established a regular senior management steering rhythm and created transparency across the emerging portfolio model and related business IT initiatives. Regional stakeholders were involved through alignment, validation and rollout preparation, so that the solution not only served central management but also worked for the people using it across different locations.
I established a regular senior management steering rhythm and created transparency across the emerging portfolio model and related business IT initiatives. Regional stakeholders were involved through alignment, validation and rollout preparation, so that the solution not only served central management but also worked for the people using it across different locations.
What became possible
The result was an integrated portfolio and decision platform for more than 100 users worldwide. Executive management and regional leaders gained one transparent view of the global project and investment landscape: projects, investment volumes, approval status and portfolio priorities. Governance and audit requirements continued to be met, while separate approval flows became part of a broader portfolio steering model.
The result was an integrated portfolio and decision platform for more than 100 users worldwide. Executive management and regional leaders gained one transparent view of the global project and investment landscape: projects, investment volumes, approval status and portfolio priorities. Governance and audit requirements continued to be met, while separate approval flows became part of a broader portfolio steering model.
In BRIEF
The work made a newly created global business steerable across regions.
The work made a newly created global business steerable across regions.