Johnson & Johnson - PMO Transformation in a Global and Diversified Company

Under the guidance of OPM Experts LLC', Johnson & Johnson's Global Portfolio Services underwent a transformative journey, achieving operational excellence across 250+ companies in 60 countries. OPM Experts' strategic interventions streamlined IT services, fostering a culture of innovation and efficiency. Our recommendations catalyzed the creation of new Product Management structures, revolutionizing JNJ's approach to project and portfolio management. This partnership has repeatedly proven its value, with Johnson & Johnson embracing strategies that align business demand with seamless product management, setting a new standard in corporate IT infrastructure.

The founder of OPM Experts, John Schlichter, is a very capable leader who played a pivotal role in reshaping Global Portfolio Services ... enterprise architecture and cloud transformation at Johnson & Johnson. His consistent, high-quality work extended over numerous projects that spanned 250+ operating companies across 60 countries. His strengths lie in his ability to navigate complex scenarios, even under tight timelines. His exceptional standards set a benchmark for others to follow. Additionally, his attention to detail, insightful nature, and courteous demeanor make him an invaluable asset to any team. Beyond his professional skills, John embodies a unique blend of teacher and student. His creative and collaborative approach, combined with his accessibility, fosters a positive and productive work environment. In light of his exceptional skills and qualities, I wholeheartedly endorse John Schlichter and his team an OPM Experts. If you're looking for someone who delivers results and inspires those around him, he's ideal.

— Mark Landy, Vice President, Johnson & Johnson

Scaling capabilities in a big company requires expert organization design.

CHALLENGE

Johnson & Johnson has many lines of business and 250+ operating companies across 60+ countries. The Information Technology Department was created as a shared service for the enterprise. Shared Services was organized in terms of Plan, Build, and Run functions, and within this structure Global Portfolio Services delivered portfolios of infrastructure projects. Infrastructure had been characterized by operational excellence focused on running and protecting the business; delivery of commitments focused on cost savings and predictability; the reduction of environmental complexity; and the intention to “get back to basics.” The imperative was reliability, predictability, and credibility through delivery of expected results. Critical success factors had been skills (and sometimes heroics) of personnel, dedication, and a sense of urgency. However, the challenges were many: high turnover in executive positions, too much leadership worship, a lack of transparency, unclear and changing priorities, slow decision-making, beleaguered partner relationships, duplicative efforts, and so on.

SOLUTION

OPM Experts performed an assessment. We were able to make recommendations regarding the creation of a Product Management group, which would productize requests to have relevance to the business. The group would also look to see what was available outside and bring competition into the services arena, owning their own P&L and exerting pressure on the Build and Run organization. Our assessment was documented in a report that included specific and actionable recommendations for improving JNJ’s project and portfolio management functions and routines.

RESULTS

Johnson & Johnson hired us repeatedly. After our initial assessment we facilitated the prioritization of JNJ’s multi-million dollar project portfolios for infrastructure globally, resulting in consensus across all key stakeholder groups. Johnson & Johnson adopted an approach that enabled strategy to come from demand from the Business Groups and Architecture. Product Management interacted with the business to develop product roadmaps, culling demands that would result in excessive customization. They committed to seamless integration between Product Management and GPS, acting as one Plan organization interacting capably with Build and Run. We advised leadership how to develop standards and governance structures, recognizing that group designations would be fluid as the new structure emerged and that Product Management would position itself as a proxy for GPS customers, emphasizing SLA’s and funding metrics.