From strategy to impact: a conversation with Henk Coppens

Interviewer: Henk, can you tell us about your professional background and how you specialized in PMO, program, and portfolio management?

Henk Coppens: My career started with a strong focus on financial and IT management. After completing my studies in commercial sciences, I began in roles that combined strategy, technology, and operational processes. Working at companies like KPMG and ING allowed me to understand the complexities of both the banking and IT sectors. These industries are highly dynamic and innovative, which inspired me to specialize in strategic portfolio and program management. It’s a field where I can create value by turning strategy into tangible results.

Interviewer: What inspired you to work in the banking and IT sectors?

Henk Coppens: Both sectors are constantly evolving. Banking, for instance, faces challenges like digitalization, regulatory changes, and a strong customer focus. IT, on the other hand, provides a platform for innovation and transformation. The dynamic and fast-paced nature of these sectors inspires me to help organizations embrace change and turn it into an advantage. It’s rewarding to play a key role in transforming complex processes into actionable solutions.

Interviewer: How do you define success within a PMO, and how do you help companies achieve it?

Henk Coppens: Success in a PMO is about creating value. That means ensuring that projects are not only delivered on time and within budget but also contribute to the organization’s strategic goals. For example, at Argenta, I’ve set up a Lean Portfolio Management Office that effectively bridged the gap between Business and IT. This alignment helped to ensure that technology investments directly supported business objectives, rather than functioning in silos. Success, to me, is when a PMO evolves into a trusted partner that empowers the organization to execute its strategy effectively and adapt to changing priorities.

Interviewer: What distinguishes a great PMO from an average one?

Henk Coppens: A great PMO is flexible and strategic. It’s not just about processes and templates but about stimulating collaboration, innovation, and accountability. A great PMO supports decision-making with clear insights, keeps the focus on strategic priorities, and adapts to change. Average PMOs often remain stuck in rigid structures and fail to align with the organization’s strategic direction.

Interviewer: Can you share an example of a project you’re particularly proud of that made a real impact?

Henk Coppens: One of the most impactful projects was the agile transformation at Argenta. We implemented a tailored version of SAFe and introduced a new way of working that transformed both the culture and operational efficiency. By introducing OKRs and Quarterly Business Reviews, we improved transparency and accountability. This project not only enhanced the organization’s results but also brought lasting change to how teams collaborate and make decisions.

Interviewer: How do you see the role of the PMO evolving in an era of digital transformation?

Henk Coppens: The role of the PMO is evolving into that of a strategic and resilient partner. In an era of digital transformation, a PMO must go beyond managing projects to driving innovation and adapting to rapidly changing priorities. Technologies like AI and data analytics are playing a crucial role in this. PMOs need to provide real-time insights, foster strategic alignment, and help teams navigate complexity.

Interviewer: Which trends in banking and IT do you think have the most significant impact on program and portfolio management?

Henk Coppens: Digitalization, regulatory changes, and customer centricity remain major themes in banking. Meanwhile, in IT, we see the rapid rise of agile methodologies, automation, and data-driven decision-making. A trend affecting both sectors is the focus on sustainable and ethical business practices. This forces organizations to operate not only financially responsibly but also socially responsibly, increasing the complexity of program and portfolio management.

Interviewer: If you could give one piece of advice to clients or colleagues about successful project management, what would it be?

Henk Coppens: Focus on alignment—ensure that your strategy, processes, and people are working toward the same goals. Avoid over-complicating things; clear governance, effective communication, and a commitment to continuous improvement are the foundation of success.

Interviewer: What personally motivates you to help organizations with their program and portfolio management?

Henk Coppens: I find it inspiring to see organizations grow and evolve. The satisfaction comes from knowing that my work impacts not just the processes but also the people who use them. The best part is when a team or organization overcomes a challenge and moves forward with renewed confidence.

Interviewer: Finally, what does success mean to you in your new role at Threon?

Henk Coppens: For me, success is about creating lasting value for our clients. I want to help organizations tackle their current challenges while preparing them for the future. This means leveraging my expertise in strategic portfolio management and agile transformations to help businesses become adaptive without losing their strategic focus. At Threon, I hope to make a difference by combining innovation with proven methodologies.