Date post: | 17-Jul-2015 |
Category: |
Education |
Upload: | association-for-project-management |
View: | 142 times |
Download: | 3 times |
From Local to Regional Portfolio Management Paul Morgan Head of Demand & Portfolio Management SABMiller Europe, Information Systems (IS)
April 2015 Email: [email protected] LinkedIn: http://uk.linkedin.com/in/morganpaul
© SABMiller plc 2014
Content
1
SABMiller Europe Context
Transforming to Regional Portfolio Management capability
My Guiding Principles
© SABMiller plc 2014
Europe presence
3
Denmark
Austria
Spain
France
Portugal
Andorra
Belgium
Ireland UK
Netherlands
Switzerland
Italy
Greece
Albania
Macedonia
Germany
Russia and other CIS
Belarus
Latvia
Estonia
Finland
Lithuania
Sweden
Norway
Poland
Czech
Republic Slovakia
Hungary Slovenia
Croatia
Bosnia-Herz. Serbia
Bulgaria
Romania
Moldova
Ukraine
Turkey
Montenegro
Canaries
In market business unit
Export presence
Efes alliance
Middle East
3
© SABMiller plc 2014
Key criteria for portfolio management
5.
Alignment to
strategy
Value delivered
by the portfolio
Confidence and
predictability
Cost of managing
the portfolio
Flexible and simple process
1. 2. 3. 4.
Right governance to provide agility
© SABMiller plc 2014
Alignment to strategy
6
Slo
vaki
a
Slo
vaki
a
Increasing number of cross-BU projects & Global initiatives
Investments and priorities are aligned to our vision and strategy
© SABMiller plc 2014
Portfolio Prioritisation Matrix - Example
8
str
ate
gic
ob
jec
tive
ali
gn
me
nt
capability to implement
NPV
Legend
© SABMiller plc 2014
Regional Governance Model
pro
ject
p
roje
ct
Regional BISCom
Slo
vaki
a
Monthly Forums Per Country to review portfolio status
Country Business & IS Committees (BISComs) - approving country priorities - approving <=$100k country projects
Regional Business & IS Committee (BISCom) - approving regional priorities - approving >$100k country projects - approving regional projects
1
2
3
10
© SABMiller plc 2014
IS Organisation Transition
11
CZ
PL
SL
RO
NL
I
E
H UK
EU Ex
Europe IS
Before: federated, self directing model
Europe IS
Business Engagement
Managing IS
Moving to: coordinated regional team
F14
Global IS with EU
team Winning in
Europe
F15 & Beyond
Moving to: coordinated, regional team as part of
global functions
© SABMiller plc 2014
Before
Assessment of our regional portfolio management capability
12.
Alignment to
strategy
Value delivered
by the portfolio
Confidence and
predictability
Cost of managing
the portfolio
1. 2. 3. 4.
F14
F15 &
beyond
© SABMiller plc 2014
My Guiding Principles
My secret number 1… – Drink beer*
My secret number 2 – Get into the detail
My secret number 3 – Operate within a delicate justice system
14
* responsibly!
© SABMiller plc 2014
Last orders…
Key focus areas – Alignment to strategy
– Delivering value
– Confidence and predictability
– Cost of running the portfolio
Enablers – Flexible and simple process
– Right governance to provide agility
Guiding principles – Drink beer
– Get into the detail
– Operate within a delicate justice system
15
Learning to
understand
human nature
and cultures
Thank you Email: [email protected] LinkedIn: http://uk.linkedin.com/in/morganpaul