The global IT organization had been creating digital solutions for international use, but countries preferred developing their own tools, as they owned the P&L and had strong local decision-making power. Global IT needed to shift from a cost-driven funding model to a demand-driven one, where countries and key accounts actively chose, adopted, and funded global solutions. The challenge was to align on the right solutions, prove demand, and transform global IT into a value-generating partner.

• Facilitated engagement across countries and key accounts to co-create the global digital strategy.​
• Defined digital product value propositions that addressed both global consistency and local market needs.​
• Created a customer segmentation and go-to-market strategy, ensuring clear prioritization of services and solutions.​
• Designed a roadmap for adoption and change, making sure new global products could be funded and embraced locally.​
• Established a permanent stakeholder panel for future alignment and co-ownership of solutions.

• A clear, future-proof digital strategy with defined value propositions.​
• Countries and key accounts engaged as co-creators, ensuring stronger adoption.​
• Shifted IT from a cost center to a value center, securing sustainable funding for global products.​
• Embedded a governance and engagement structure for ongoing alignment.