New York Blood Center, a leading nonprofit healthcare organization specializing in lifesaving biomedical services, faced strategic planning challenges across multiple business units, and needed a more transparent, scalable approach to portfolio, initiative, and project management.
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Fragmented data across business units made it difficult for leadership to view, track, and align ongoing initiatives. Teams operated in silos, reducing transparency and collaboration.
No standardized framework existed for assessing and ranking initiatives by strategic importance, so lower-impact projects sometimes drew attention ahead of high-priority work.
Shared resources were not effectively managed, producing scheduling conflicts, underutilization, and bottlenecks, and, in turn, project delays.
An older ServiceNow PPM had become inadequate for evolving planning needs. The central concern was how to transition to SPM without disrupting in-flight demands and projects.
A structured approach to defining priorities, initiatives, and goals aligned to enterprise strategy, with a Strategic Planning Workspace where the PMO, business owners, and initiative owners plan and align together.
A multi-stage intake wizard made submissions guided and consistent, reducing errors and removing the clarification loop that slowed every request.
An automated workflow converts approved initiatives into formal projects, with legacy demand data integrated bi-directionally into SPM planning items, preserving continuity for the PMO.
The move from legacy PPM to SPM ran without disruption to in-flight work. Alongside it, a content management capability let teams publish media-rich updates to the portal directly.
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