Adapting Project Portfolio Management and Decision-Making to Organizational Change - A qualitative case study of a Multinational Enterprise

Abstract

Multinational enterprises facing rapid organizational change present a challenge, particularly in maintaining effective project portfolio management and agile decision-making processes. This study explores how project portfolio management structures and decision-making strategies may be adapted during periods of major restructuring. Using Company X, a fast growing multinational enterprise, undergoing change as the case company, the study examines how organizations adapt to complexity. By incorporating perspectives from contingency theory and the broader literature on project portfolio management, this study aims to provide further insight into how multinational enterprises maintain strategic focus and agility during organizational change. Through semi-structured interviews with relevant stakeholders, the study examines how Company X navigated through major restructuring, including the creation of a new business unit and changes in the executive leadership. The findings highlight the value of establishing a centralized Project Management Office, adopting an adaptive governance framework, and promoting cross-functional collaboration to navigate uncertainty. Although based on the case of Company X, this study provides broader insights and practical strategies for managing project portfolios in dynamic environments and contributes to the literature by presenting a nuanced framework for PPM adaptation in MNEs undergoing organizational change.