We redesigned the operating model without adding bureaucracy — decision matrices, standardized quality gates, tiered escalation protocols, and PMO dashboards rebuilt around readiness indicators rather than task completion.
A global manufacturing organization was executing a multi-region ERP overhaul. Regional teams clashed on priorities. Escalations to senior leadership increased. Quality varied dramatically across geographies.
Leadership called for more reporting — but more reporting wasn't the answer.
what we found
Decision rights existed on paper but were inconsistently applied
Some regions overstepped, others hesitated, and no one resolved the conflicts.
Escalation paths were bypassed routinely
Teams went around formal channels through informal lobbying, creating noise and bottlenecks.
Quality gates meant different things in different regions
Inconsistency in standards created rework and integration instability.
what happend
Escalation volume dropped more than 40% within three months
Rework reduced by an estimated 30% as quality standards aligned
The PMO went from enforcement function to trusted support resource
Execution became predictable. The program finished on time.
The Impact
Governance that held under pressure.
40%+
Reduction in escalation volume within three months of redesigning the operating model
~30%
Estimated reduction in rework as quality standards aligned across regions
On Time
Program delivered on schedule after execution became predictable and PMO rebuilt around readiness