Guessing is not a strategy: How to build decision velocity with AI and real-time data
June 10, 2026 | Live Webinar
Enterprise PM Delivers Results
Ingersoll Rand believes in extending the benefits of project and portfolio management beyond IT and across the organization. The company successfully incorporated a “top-down” approach to improve business results, rationalize initiatives, gain portfolio visibility and improve project execution for IT, Innovation, Lean Six Sigma and Merger Integration initiatives.
Ingersoll Rand, a diversified industrial company with more than 40,000 employees and $8.7 billion in 2007 revenue, had thousands of active programs and projects in their pipeline and relied on manual methods and disparate spreadsheets to track and manage them. This quickly became untenable, because project prioritization decisions were made with incomplete information, project updates were inconsistent and untimely, and it became nearly impossible to measure financial results.
Executives, program managers and project managers desperately needed to have high-level visibility of all programs, projects and investments in their respective areas to facilitate better decision-making.
One System Used Everywhere
Despite skeptics who thought that a single system could never satisfy the Project and Portfolio Management (PPM) needs of so many widespread users in different business areas and diverse corporate functions, Ingersoll Rand successfully implemented PowerSteering Software for organizational-wide…
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