From portfolio alignment to execution: four challenges and the decisions that moved the work forward.
Connecting the portfolio to the strategy
The challenge
The company had defined four strategic innovation pillars, but needed to check whether its ongoing projects reflected that direction.
The intervention
The 68 portfolio projects were mapped against the four pillars. The analysis separated misaligned initiatives from new opportunities that emerged after the plan was drawn up.
What the diagnostic made it possible to decide
About 32% of projects did not fit the established pillars. The diagnostic separated projects that needed review from opportunities that should feed the strategic plan review, connecting planning to how the business was evolving.
Delivering without waiting for the full transformation
The challenge
The company associated innovation with large investments and long projects. While it discussed its technology transformation, it faced rework between engineering and production.
The intervention
The long-term agenda was combined with immediate improvements. The first project simplified the engineering change flow, assigned owners and tested the new process on one line before scaling it.
The result
Pilot running in 90 days, with an 18% reduction in change approval time. The delivery brought benefits forward and provided evidence to guide the rollout.
Innovation was a stated priority, but managers' targets measured only volume, cost and routine delivery. Projects competed for resources and were often postponed.
The intervention
Leadership KPIs were revised, capacity was reserved for priority projects and a committee was set up to remove roadblocks. Each initiative gained an owner, delivery milestones and an expected business contribution.
The result
In seven months, the share of milestones delivered on time rose from 43% to 72%, building innovation into management follow-up.
Expanding the investment through strategy and public funding
The challenge
The company planned to invest R$ 12 million in new machinery. The initial discussion focused on buying the equipment.
The intervention
Reviewing the strategic plan and the funding opportunities revealed room to broaden the project, adding more advanced equipment, new hires and partnerships with scientific and technological institutions (ICTs).
The result
R$ 17.3 million was raised: R$ 1.5 million in grants and R$ 15.8 million in financing, at interest equivalent to 60% of the Selic rate with a 22-month grace period. The investment originally planned for machinery gained technological scope and a link to building the company's capabilities.
