Taming Initiative Overload | ||||||||||||
 |
|
|
|
|
|
|
|
|
|
|
|
|
 |
||||||||||||
 |
[ Login/Subscribe ] | |||||||||||
 |
||||||||||||
 |
 |
 |
 |
 |
 |
 |
|
 |
||||
 |
||||||||||||
Features
Departments
Executive
Resources
|
Home > Executive Report > Interviews
With companies awash in projects that lack strategic clarity, no wonder so many initiatives fail outright or drift aimlessly to a slow death. The antidote is a process to set priorities, and some organizational “muscle” to keep the important projects front and center.
There are a number of telltale symptoms of a project management culture in disarray: “Kitchen-sink” strategies that don’t provide clear, simple, specific directional guidance. Initiative overload that drains resources and often relegates strategic ones to the back burner. Exasperated project sponsors, managers and team members who spend more time dodging the bureaucracy than barreling through projects. An executive team has an undue fondness for systems, processes, infrastructures and tools. Pick your poison.
Simply put, people drive projects. And in healthy project cultures, they get the necessary direction and support to bring them home successfully.
In this interview with the authors of the book Implementation: How to Transform Strategic Initiatives into Blockbuster Results, Alan Brache and Sam Bodley-Scott discuss the critical mistakes senior executives make in trying to execute strategy.
Please login/register to read the entire article.
| |||||||||||||||||
|
Privacy Policy Contact Us User Agreement