Novo Nordisk, one of the world's largest healthcare leaders, is managing multiple projects simultaneously, particularly in its efforts to treat chronic diseases such as diabetes and obesity. The company quickly recognized that to ensure the success of these projects, implementing a Project Portfolio Management (PPM) solution is significant for marking a transformation in how its projects are managed.
Novo Nordisk, one of the world's largest healthcare leaders, is managing multiple projects simultaneously, particularly in its efforts to treat chronic diseases such as diabetes and obesity. The company quickly recognized that to ensure the success of these projects, implementing a Project Portfolio Management (PPM) solution is significant for marking a transformation in how its projects are managed. This journey offers valuable insights into the importance of change management and user adaptability for successful PPM implementation.
Managing Complexity in a Growing Organization
As mentioned before, Novo Nordisk’s rapid growth within the past century has been driven by its commitment to developing life-changing medicines for diabetes, obesity, and rare diseases. However, with growth came an increase in complexity. Managing project timelines, resource allocation, and portfolio overviews became daunting, especially with the company relying on a mix of tools like Excel and MS Project.
Umair Khiljee, Product Owner at Novo Nordisk, explains,
"As we expanded, managing our project timelines and resources became complex . We needed a unified planning tool to manage project timelines, resource allocations, and provide portfolio overviews—all in one place. This need led us to Planisware, which we began implementing between 2019 and 2020.
By 2019, Novo Nordisk had begun to implement Planisware across its operations, starting in the CMC (Chemistry, Manufacturing, and Controls) department, which handles drug development projects. The goal was to create a unified system to bring together various departments and simplify project management.
Overcoming Implementation and User Adoption Challenges
Now imagine implementing a PPM system across a global organization with 68,000 employees takes time, budget, and planning, which was exactly the challenge Novo Nordisk faced. One of the biggest hurdles was securing commitment from subject matter experts (SMEs), who were already managing heavy workloads.
“Getting buy-in from teams already stretched thin was a challenge,” says Khiljee.
Novo Nordisk rolled out Planisware gradually. Starting with CMC, the company expanded the system’s use to include Life Cycle Management projects, securing that all aspects of project management were covered throughout a product’s lifecycle.
However, the most significant challenge wasn’t just the technical implementation; it was user adaptability.
User adaptability proved to be a key factor in the success of the project. Initially, Novo Nordisk faced resistance from some departments, particularly those where the system was imposed from the top down. As an example:
"In one Project Office, let’s call this Project Office X, where we took a top-down approach, there was significant resistance," Khiljee recalls. Team leads and project directors struggled to see the value in the new system.
In contrast, departments where end users were involved early in the decision-making process experienced much smoother adoption.
"In another Project Office, let’s say Project Office Y, where we involved end users from the beginning, the transition was much easier," explains Khiljee. This bottom-up approach allowed users to feel ownership over the new system and understand how it could benefit their daily tasks.
But what was the critical lesson from these challenges? Engaging users early in the process is essential for successful adoption. Teams are more likely to embrace new systems when they see how it will positively impact their work.
Navigating Change Management
One of the most effective strategies for overcoming change management was aligning the system’s benefits with users' specific needs. "In departments where we took the time to demonstrate how the system would help, we saw much higher engagement," Khiljee notes.
Establishing a strong governance framework also guranteed a smoother transition. By defining roles and responsibilities, Novo Nordisk was able to align Planisware with the way teams naturally worked. Regular training sessions, along with ongoing support, helped users become more comfortable with the new system.
"We focused on regular training sessions and providing ongoing support, which helped users see the value in the system," says Khiljee.
Addressing Varying Maturity Levels
It’s no surprise that with any large-scale implementation, maturity levels across different departments varied, and this impacted how teams adapted to the new system. In departments with lower maturity, a tailored approach was obvious.
"Looking ahead, Novo Nordisk plans to introduce features like multi-level planning in an upcoming release. This strategic addition is currently under exploration and is slated for implementation after the summer (2025), aiming to further enhance the system's relevance to team leads and project directors”
Novo Nordisk also introduced a Product Roadmap to provide a shared source of truth, helping teams align their work with the company’s overall strategy. This gave departments a clearer view of the bigger picture and reinforced the importance of the new system.
What are the benefits of Planisware?
Since implementing Planisware, Novo Nordisk has seen significant improvements in its project management processes. One of the most notable benefits is the increased efficiency in re-planning projects. “Before Planisware, re-planning a project could take up to 10 meetings with 20-30 people. Now, we can do it in one meeting, with all plans visible on one screen,” says Khiljee.
The system’s ability to provide real-time insights and streamline resource allocation has made an immediate impact for the company. With 1,350 users managing over 150 projects and over 400 clinical trials, Planisware has become an integral part of Novo Nordisk’s operations.
For organizations considering a similar transformation, Khiljee offers this advice:
“Prioritize user adaptability and change management as much as the technical aspects of the implementation. Engage your users from the start, understand their workflows, and make sure they are part of the process.”
Flexibility is also key. As organizations evolve, their systems need to adapt to new needs and challenges. Khiljee also emphasizes the importance of strong governance and clear communication to ensure alignment across the organization.
Novo Nordisk’s journey with Planisware provides valuable lessons for every organization facing the challenges of scaling project management. By focusing on user adaptability, aligning system benefits with workflows, and managing change effectively, Novo Nordisk successfully transformed its PPM processes as it continues to grow.
Curious on how Planisware can change your project management processes? Get in touch with our team.
