Recently Financial Services Corp (with 3 functional lines of business) were stru

Recently Financial Services Corp (with 3 functional lines of business) were structured with an integrated enterprise approach, where all Operations functions were aligned into an Enterprise Operations division. Recently, there was a New Approach to Service Excellence announced, which included a realignment. The decision was made to align core operations within each line of business and closer to the customer and advisor audiences, and Enterprise Operations may essentially be dissolved.
The next step in the evolution of the service experience is to reimagine how the impacted Enterprise Operations’ project & improvement management team (PIM) should be aligned in the future state.
Please prepare a Business Plan Executive Summary and Powerpoint presentation with at least 3 recommendations on how the team could be aligned, along with the Pros/Cons of each path.
Three schools of thought for future structure:
1. The current PIM team remains intact, continuing to deliver the same project management and operations improvement support, regardless of the line of business requestor. Current staffing model consists of 1 Director, Project/Program Management, 2 Business Project Managers, and 3 Operations Improvement Managers (1 OIM aligned to each line of business).
List Pros and Cons of why keeping the business project & improvement team as a centralized and shared services structure would be the best approach or not.
2. The PIM team could be disbanded. The 3 OIMs could be absorbed into their respective lines of business. The 2 PMs and 1 Director could be transitioned into the Enterprise Business Division or within the ePMO division.
List pros and cons of the impacts of decentralizing the shared services project & improvement management model would have or the benefits that would be gained.
3. We could have a hybrid approach and the PIM team could morph into a new structure, where the 3 OIMs are absorbed into their respective lines of businesses, but the Director and 2 PMs remain on a centralized project management team with a plan/vision to add additional PMs in the future as business needs dictate. The OIM would continue to offer process improvement support and ideation, along with preparing their businesses for change.
List the pros and cons of the hybrid approach.
4. Any additional recommendations are welcomed.
Additional information for added context is attached.