Jackson also advised companies looking to Clarity, or other portfolio and project management tools, that the transparency into success and risk shouldn't be feared - it should be used to engage with the board members about what areas of the business need improvement.
"Transparency - you can never sell that short. It's great to know that when you have a business that's as spread out as we do, that on a monthly basis there are going to be reports kicked out that are looked at by our leadership team," he said.
"It's a way to communicate, so you want to look at your project health in a positive way. It doesn't matter if it's red, yellow or green. If it's yellow, there are issues and you need leadership to support you and address them. As long as you communicate those things, and there are open lines of communication, then Clarity has done its job."
However, it hasn't all been smooth sailing for BP, which as it has extended its use of Clarity into new business functions has found that getting support from project leaders has been somewhat challenging. Jackson argued that getting that buy-in is possible if you push that a global view of the business in a centralised location is an essential tool.
"With the refineries rollout we had the full support of the COO because of the mandates given by the US government. As we've grown and gone into more businesses, things have changed - it's now about supporting our strategy and reducing risk," he said.
"When you engage with new individuals it's tough sometimes, there are a lot of political issues that you have to deal with. Everybody feels comfortable with how they run their business and the tools they already use."
He added: "However, we are a global business, and we are a business of many different businesses, and there is an advantage in trying to grow BP as a whole, not just as individual businesses. Once we get hold of their data and get it into the tool, they recognise this and the light bulb goes off."
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