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A program with many owners
A global firm was running a transformation program that spanned every region it operated in. Precisely because of that, priorities and budgets crossed over one another.
What I did
I proposed alignment as a practice rather than a meeting: I mapped dependencies before they turned into conflicts, built a training and reporting scheme that created the moments where alignment could actually happen, and put together a KPI reporting system so leadership could see the program and how it was working as a whole.
Outcome
Leadership went from fragmented, site-by-site status to a single view of the program.
Why it matters
This is the part of program management that does not automate. A tool can produce the status report; it cannot get two regional leads with opposite incentives to agree.