Consumer & FMCG
Finance, Investment and Portfolio Governance
This engagement sat within a global shared services environment, supporting enterprise investment oversight and delivery across a complex portfolio of initiatives.
Problem
No Portfolio Office, Limited Line Of Sight On Investment
The organisation was creating a Portfolio Management Office for the first time. While a maturity assessment clearly highlighted gaps across portfolio management, there was no agreed design or delivery plan to address them. Significant time and money had been spent on analysis, but there was no practical route from insight to implementation.
Goal
Create A Portfolio Office That Protects And Assures Investment
The objective was to design a Portfolio Management Office that could provide clear oversight, governance, and assurance across the investment portfolio. This included defining what good looked like, how decisions should be made, and how delivery would be tracked over time.
Solution
Design The Function And Build A Phased Route To Delivery
Condor worked with leadership to define the structure, responsibilities, and operating model for the Portfolio Management Office. A clear, incremental roadmap was built to move from the current state to the end state, with prioritised workstreams, dependencies mapped, and delivery designed alongside implementation.
Efficient Resolution Approach
Condor was engaged to turn portfolio ambition into a deliverable plan. The organisation had a clear view of its maturity gaps, but no practical route from assessment to implementation. We designed the Portfolio Management Office, defined what excellence looked like, and built a phased roadmap that balanced governance rigour with incremental delivery.
Phase 1
We worked with senior stakeholders to define the purpose, scope, and structure of the Portfolio Management Office.
This included clarifying the role of the office in investment oversight, assurance, and governance, and articulating how success would be measured.
Phase 2
Build The Delivery Roadmap
A two-year roadmap was developed to move from the current state to the target state.
Workstreams were created for each portfolio capability, alongside key enablers such as governance, tooling, and reporting. Dependencies, risks, and interim solutions were mapped to ensure momentum.
Phase 3
Mobilise And Enable
The roadmap set out a 24-month, phased delivery plan, deliberately avoiding a single, high-risk transformation.
Progress was maintained through clear priorities, staged deployments, and pragmatic workarounds where tools and systems were not yet fully adopted. As a result, leadership was left with a clear, executable path to build the function over time, with risk reduced and momentum sustained.
Result
Success Achieved, Goals met
Condor defined a clear Portfolio Management Office, aligned on purpose, scope, and measures of success.
For the first time, leadership had a shared view of how investment would be governed, assured, and tracked. A two-year, phased roadmap set out a practical route from current to target state, with prioritised workstreams, mapped dependencies, and clear ownership. This provided the organisation with an executable plan to mobilise the portfolio office incrementally, protecting investment while building capability over time.