My client operates a regional office in Shanghai which they needed to expand quickly to take advantage of market opportunities across China. Due to the organisations heavy reliance on technology it was imperative that the function was developed locally and integrated into the global technology team

* Review the strengths and weakness of the existing technology team and develop a new structure

* Identify the regional differences that would be difficult to satisfy with existing global systems and procedures

* Recruit and on-board new teams and integrate into global technology group

* Manage the integration of the new team and function with the local business and provide interim management oversight to senior management team

* Select and recruit new team members

* Redesign and re-engage the existing teams

* Define and implement new processes of engagement for the technology function

* Day to day interim management until integration of new function completed

Within the first 3 months of the engagement the senior management team had a project portfolio reporting process that gave a true account of the projects in progress and a pipe line of new projects to be appraised and sponsored. By implementing transparency across the portfolio it created accountability from the stakeholders enabling better prioritisation and improved the success rate of implementations.

The local technology team was restructured as part of the global technology team providing them access to existing platforms and knowledge bases reducing the need to build from new. This decrease the total cost of the project portfolio and the speed to market.