“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…

Organisational Ambidexterity balancing Short and Long term Priorities

Nokia, Blackberry, TWA, Kodak, Olivetti, Enron, Blockbuster, Delta Airlines, Swiss Air, Arthur Andersen, General Motors, Chrysler, Lehman Brothers, Worldcom…and many other world known companies went busted …one of the main reasons for their failure is because they failed to become ambidextrous The most accepted definition of organisational ambidexterity is a balance between explorations and exploitation; organisations capable of exploiting their…