Catalyzing Chemical Innovation: Transforming Project Management for a Fortune 500 Giant
When the Performance Products division of a Fortune 500 global chemical manufacturer found itself drowning in a sea of misaligned projects and inefficient processes, they knew it was time for a change. With resources spread thin across too many initiatives—some hemorrhaging money, others woefully off-strategy—the division stood at a critical crossroads. They needed more than just a quick fix; they needed a complete overhaul of their product strategy and project management processes. That’s when they turned to The Persimmon Group.
THe challenge
Aligning Innovation with Strategy
Our client’s situation was a textbook case of “too much of a good thing.” Innovation had outpaced strategy, leaving the division with a bloated portfolio of projects, many of which were:
- Misaligned with strategic goals
- Consuming resources without clear ROI
- Behind schedule and over budget
The root of the problem lay in the absence of a clear strategic framework. The division lacked a robust process for evaluating and prioritizing projects, resulting in a governance vacuum where decisions were made without a comprehensive view of the portfolio’s impact on overall business objectives. This situation was further complicated by the fact that many critical projects were led by brilliant scientists who, while experts in their fields, lacked formal project management training.
The result was a perfect storm of inefficiency. Vital projects languished while less important ones drained time and money. Even potentially profitable initiatives suffered from a lack of structured project delivery processes. It was clear that without intervention, the division risked squandering its innovative potential and falling behind in a fiercely competitive market.
THe persimmon approach
Chemistry Meets Strategy
Recognizing the complexity of the situation, we knew that a one-size-fits-all solution wouldn’t cut it. Our approach needed to respect the division’s scientific culture while introducing much-needed project discipline. We began with a comprehensive discovery phase, diving deep into the client’s world to understand not just their processes, but their culture, structure, strategy, and tools.
Quick Wins: Accelerating Immediate Change
With these insights in hand, we developed a multi-phased strategy that balanced immediate improvements with long-term transformation. Our initial focus was on quick wins that could demonstrate value and build momentum for change. Working closely with leadership, we clarified strategic objectives and defined measurable outcomes. This culminated in the establishment of clear criteria for product decisions: expand, continue, pause, or retire.
Portfolio Analysis: Distilling Strategic Value
Building on this foundation, we then conducted a thorough analysis of the entire portfolio against these new criteria. This allowed us to make data-driven recommendations for each product and program, ensuring alignment with the division’s strategic goals. Simultaneously, we introduced a streamlined, scalable project delivery process and provided staff augmentation to increase throughput. These mid-term actions began to show tangible benefits, reinforcing the value of our approach.
Long-Term Solutions: Synthesizing Sustainable Success
As the engagement progressed, we shifted our focus to longer-term, sustainable improvements. We supported the launch of new products and programs aligned with the new strategy, ensuring that the division’s innovation pipeline remained robust but focused. To provide ongoing visibility into performance, we expanded KPI tracking and visualization through Power BI dashboards, giving leadership real-time insights into portfolio performance.
Capability Building: Empowering the Elements of Change
Throughout the engagement, we placed a strong emphasis on capability building. We intensified training in project management tools and skills, ensuring that the organization could sustain and build upon the improvements we had introduced. This focus on people, alongside process improvements, was crucial in embedding a new project management culture within the division.
The results
Catalyzing a Chain of Success
The impact of our engagement was both immediate and far-reaching. The division achieved an initial savings of more than 10% of the original portfolio value, freeing up resources for more strategic initiatives. But the benefits went far beyond cost savings.
A clearer, more profitable product strategy emerged, allowing the organization to focus its innovative capacity on areas with the greatest potential for growth. Project delivery timelines shortened, and budgets were brought under control, leading to a more predictable and efficient development process.
Perhaps most importantly, we witnessed a cultural shift. The organization embraced a more disciplined, data-driven approach to project management. This was evidenced by the repeated requests for Persimmon to train more staff in project management techniques, a testament to the visible results and cultural buy-in we had achieved.
The Persimmon Difference
Engineering Excellence in Complex Environments
This engagement wasn’t just about implementing new processes or tools. It was about fundamentally shifting how a division of a global chemical giant approached innovation and project delivery. By blending strategic insight with hands-on implementation, we didn’t just solve today’s problems—we equipped our client to thrive in tomorrow’s market.
In the world of chemical manufacturing, where today’s innovation can become tomorrow’s industry standard, having a partner who can navigate both scientific complexity and business strategy isn’t just helpful—it’s essential. That’s the Persimmon difference.
