“Mitigating the risks of Failing Projects” : Interview for The Economist Intelligence Unit

I did this interview for The Economist’s Intelligence Unit five years ago for an article on “Mitigating project portfolio risks in the financial services industry”  on how companies track projects to mitigate risks, and how they identify projects that are failing to reduce the impact on the company, the team, and the bottom line. Surprisingly many…

Three reasons why so many Strategic Initiatives fail

During the past century, companies’ efforts to achieve their strategic initiatives have led to the improvement, and thus reduction, of operational work (run-the-business activities) and to an increase in projects (change-the-business activities). This slow but inevitable trend has had a significant impact on strategy execution. Unfortunately many companies remain ill-equipped to manage this shift. Thus, as the…

Portfolio Management: The Framework for Enhancing Strategic Dialogue; and Aligning the Executive Team around Key Strategy Initiatives and Execution

Over the past years I have seen Portfolio Management evolving from a purely administrative process attempting to more or less prioritise and select projects; to one of the most important frameworks to enhance the strategic dialogue amongst its management team, aligning them around the most critical strategic initiatives, and focusing the organisation on strategy implementation. This…