Giving American Honda's Leadership Faster, More Aligned Decision-Making
Broadcom Vendor Case Study: How American Honda Motor Company turned work into Value Streams
About American Honda
American Honda Motor Company, with more than 30,000 employees, is Honda Motor Company’s North American subsidiary, handling the distribution, marketing and sales of automobiles, power sports products such as motorcycles, scooters and all-terrain vehicles, and power equipment products including lawnmowers, generators and marine outboard engines.
The Challenges
- Rethinking how IT aligned its work, shifting from traditional project and programme alignment to business-defined value streams.
- Moving away from proposals and business cases built in PowerPoint and Excel toward a new way of working.
- Transitioning out of a predominantly waterfall-based delivery model.
The Solution
Business leadership defined Honda’s priority value streams, establishing a shared understanding of customer and business value. Honda implemented ValueOps Value Stream Management by Broadcom, using its roadmap functionality to align IT work with those value streams.
The organisation adopted a hybrid delivery model, introducing agile methods selectively within its waterfall framework, with agile expected to cover no more than 60% of work. Funding decisions moved higher up the planning process, giving IT teams greater autonomy.
Business Outcomes
- Stronger alignment between business and IT investment decisions, with both sides working from the same priorities and the same language.
- Faster decision-making across the organisation, replacing slow, spreadsheet- and slide-based planning cycles.
- Greater transparency for leadership, with real-time access to information rather than periodic reporting.
- Improved employee engagement, with staff gaining a clearer understanding of how their work contributes to business performance.
Download the Honda Vendor PDF case study
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