Pitney Bowes Transforms a 100-Year Old Business with Clarity PPM
Broadcom Vendor Case Study: Helping Pitney Bowes Move from Managing Projects to Delivering Business Outcomes
About Pitney Bowes
Pitney Bowes has been finding new ways to innovate for nearly 100 years, and is now undergoing a digital transformation focused on delivering the products customers want. Growing the business, funding new opportunities such as international shipping and cross-border e-commerce, and improving profitability all depended on a management system that could help leaders drive initiatives and make informed decisions on reliable data.
Pitney Bowes’ Portfolio and Project Management Office (PMO) was undergoing its own transformation to match, aiming to drive business results rather than project results. Adopting Clarity PPM was a key part of that shift.
Challenges Facing Piney Bowes Leadership
- Growing the business and funding new opportunities, such as international shipping and cross-border e-commerce, depended on leaders being able to make informed decisions on reliable data.
- Teams were spending significant time collecting and validating data, time that could otherwise go into using that data to make good decisions.
- As a nearly 100-year-old business, continuing to innovate, rather than being overtaken by the kind of change that has ended other long-established companies, was an ongoing pressure.
- A PMO measured on project management success isn’t the same as one measured on business results, and Pitney Bowes wanted the latter.
Broadcom's Solution
Clarity PPM let Pitney Bowes run strategic, multi-layered portfolio analysis while integrating with the company’s other tools, including Rally, SAP, Jira, and Aha!, bringing engineering, finance, and product management together around complete, timely, integrated data, and automating the manual work that used to sit between people and that data.
Pitney Bowes credits leveraging Clarity PPM‘s out-of-the-box functionality as the foundation, aligning its tools around agile delivery, focusing on product-level financials rather than project-level financials, and treating customer value as the long-term measure that mattered.
That meant loading three years of historic data into Clarity PPM before launch so portfolio analysis worked from day one, and modernising time tracking with hands off capture integrated into financial reporting, replacing older, manual systems.
Benefits and Outcomes
- Higher-quality, more timely, more complete information driving better business decisions, at a lower cost to capture and manage.
- New levels of insight, including multi-year trend analysis and cross-business-unit comparisons, analysed against whichever variables matter to individual stakeholders.
- A clearer understanding of global workforce distribution, informing best practice.
- An enterprise-wide delivery calendar managed through Clarity PPM, supporting cross-functional planning.
- Improved coordination and collaboration across the business, strengthening the relationship between product management and engineering as well as with marketing, sales, and support.
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Frequently Asked Questions
Pitney Bowes needed a project and portfolio management system to support its digital transformation as a long-established business adapting to a changing market. Clarity PPM gave the team the governance and visibility to move beyond managing individual projects, toward delivering measurable business outcomes.
Higher-quality and more timely decision-making data at lower cost to capture, new levels of cross-business-unit insight, a clearer picture of global workforce distribution, an enterprise-wide delivery calendar, and improved coordination between product management, engineering, and other teams.