PMI Global Insights

By: Jonathan Spiteri, PMP

At the PMI Global Summit Series Europe, I had the honour of presenting on a topic close to my heart: how PMOs can become champions of customer-centric transformation.

But first — why PMOs?

PMOs should be uniquely positioned to have holistic oversight of the entire project portfolio — what’s being executed and what’s in the pipeline, both in the near and long term. They must understand what organisational leaders aim to achieve, and how each initiative maps to the overall strategic vision.

But let’s be clear: to fully realise this potential, PMOs must be strategically positioned to act as independently and objectively as possible. This means they shouldn’t be embedded within a single business function, as doing so risks introducing bias — or at the very least, the perception of bias.

In particular, PMOs should not reside within IT, as is often the case. While IT plays a critical role, locating the PMO there can limit its independence and its ability to maintain a truly enterprise-wide perspective.

This doesn’t mean critical departments shouldn’t have their own PMOs — there’s nothing wrong with that. But when that’s the setup, there must also be a central, independent PMO, typically known as an Enterprise PMO, with end-to-end visibility of the entire project landscape across the organisation.

And when empowered properly, enterprise-wide PMOs become true enablers of strategic execution, aligning business goals with evolving customer needs — and, naturally, becoming key drivers of customer-centric transformation.

At the heart of this role lies a principle I call FAST.

And FAST is much more than a catchy acronym. It’s a mindset, a framework, and a call to action — a way for PMOs to reorient their purpose around what matters most: the customer.

(F) Customer Value First

The north star for every PMO should be clear: deliver customer value.

This goes far beyond ticking boxes or hitting milestones. It means consistently asking: “Is this truly creating value for our customers?”

PMOs must critically assess all initiatives, streamlining or eliminating those that don’t contribute meaningful outcomes.

Think of Toyota’s Lean Manufacturing: by focusing on customer priorities like quality, reliability, and affordability, Toyota didn’t just improve efficiency — it set a new global standard.

And PMOs must apply the same lens to everything they do — they need to ensure that each project directly contributes to the broader customer value chain.

(A) Agility

We often speak about innovation — especially now, as AI drives massive change across industries. But this begs the question: can we truly remain competitive if we lack the agility to respond to customer changes?

The answer, of course, is a resounding no.

And to be clear, this appreciation for agility isn’t new or AI-specific.

Take Netflix, for example. What began as a DVD rental service became a global streaming powerhouse precisely because it stayed attuned to shifting customer behaviour and technology trends. This is the power of agility.

And PMOs should embrace the same mindset — championing flexible planning, rapid feedback cycles, and the courage to pivot when needed.

And yes, that includes challenging leadership — even at the C-suite and board levels — to let go of rigid plans when circumstances demand change. Because when customer needs evolve, staying the same becomes the greatest risk.

(S) Strategic Objectives Alignment

But here’s the catch: agility without direction is chaos.

For agility to be effective, it must be anchored in strategic alignment. PMOs must serve as the bridge between vision and execution, ensuring that as customer needs shift, business goals remain focused and relevant.

Apple offers a prime example. By integrating customer feedback and market insights into its innovation cycle, Apple ensures that every new product isn’t just cutting-edge — it’s exactly what customers want in terms of design, functionality, and experience.

And here, like Apple, PMOs need to ensure harmonisation between organisational strategy, customer needs, and the products and services being offered. Without this alignment, agility becomes disconnected, and customer-centricity becomes just another buzzword.

(T) Transparency

The final pillar — perhaps the most undervalued — is transparency.

Transparency means honesty — with ourselves, with stakeholders, and with customers. It’s about having the courage to say, “We tried something. It didn’t work. Here’s what we learned, and here’s what we’re doing now.”

Starbucks models this well, openly reporting on its environmental sustainability progress — from the sourcing of its coffee beans to the initiatives aimed at reducing its carbon footprint. For customers who prioritise sustainability, this openness builds trust and loyalty.

And here again, PMOs must work hard to create this same culture of transparency — internally and externally. Because with transparency comes honest feedback, and with honest feedback comes meaningful change.

FAST in Action

Having said this, let’s take a moment to appreciate that the real strength of FAST lies not in each element individually — but in how they work together:

• Customer value provides purpose.
• Agility enables responsiveness.
• Strategic alignment ensures clarity.
• Transparency builds the trust needed to sustain change.

When PMOs integrate all four, they don’t just oversee projects — they lead transformation. They become trusted partners in driving meaningful, lasting change — continually aligning strategy with what matters most: the customer.

So, the next time you’re rethinking your PMO’s role or approach, ask yourself:

Are we moving FAST?

You can visit the PMI Global Summit Series Europe 2025 site to see my presentation through 30 January 2026.