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Project Manager : Project Manager Dec Jan 2014
GREG USHER (CPPD) Greg Usher is a Principal with Point Project Management and is a Certified Practicing Project Director (CPPD). With over 15 years' experience in the field of project management, Greg has successfully delivered Defence, aged care, commercial, industrial, land development and residential projects both in Australia and internationally. He is currently completing research for his Doctoral thesis, where he is investigating how project management disciplines can be used to develop better corporate strategies. 28 Project Manager CAREER CENTRE Achieving strategic integrity Company executives invest vast amounts of time and intellectual effort to develop strategies that they believe will give their organisations a competitive advantage. However, research shows that up to 66 per cent of these strategies fail to be implemented and, of those that are, most struggle to deliver more than 60 per cent of their organisational or financial potential. MANY FAILURES ARE ATTRIBUTED TO A phenomena refer red to as the Strategy-to - Performance Gap or Strategic Misalignment. e existence of this phenomenon is widely accepted by strategy developers and implementers alike; however, the bulk of literature focuses on how to either develop better strategy or to classify it. ere has been limited research conducted into how to close this gap to ensure that a strategy maintains its integrity throughout the entire strategic process. A theoretical model can be developed to reduce the Strategy-to-Performance Gap and enhance strategic integrity through the application of disciplines that exist within the eld of project management. Strategic integrity Strategic integrity is a conceptual framework for outlining how the intention of a strategy can be maintained throughout the implementation process, regardless of any environmental turbulence that may be encountered. Strategic integrity does not necessarily mean the strategy that is implemented exactly how it was rst envisaged. In fact, the environmental changes that could occur from the time the original strategy was developed may mean that rigidly adhering to a pre-deter mined strategy produces a worse result than not implementing the strategy at all. Rather, strategic integrity focuses on ensuring the guiding intent of a strategy is achieved within a uid organisational environment. Strategic integrity requires both a clear understanding of the strategic intent (cohesion) and the means for ensuring that this intent is maintained in a uid organisational environment (control). Strategic cohesion Strategic cohesion is not a new concept. Almost 2500 years ago, Sun Tzu highlighted the importance of cohesion to strategic success: "He will win whose army is animated by the same spirit throughout its ranks". While it is tr ue that Sun Tzu was commenting on the military implications of cohesion, the essence of his message is no less tr ue in a modern-day r m. In order for an organisation to be successful, strategic cohesion must be present. Cohesion can been de ned as the force between constituent parts of a body, which acts to unite them. is de nition highlights two very important aspects regarding cohesion: • Cohesion is a force; therefore, in order for cohesion to be present, some in uence, energy or e ort must be e xerted or applied. • Tis force (cohesion) must unite the disparate parts of the body, which would other wise move in di erent directions. While understanding the theoretical concepts associated with strategic cohesion is simple, achieving them in a real-world situation (such as the implementation of corporate strategy) is far more di cult. As Nichols, Bodla and Mark highlight, even the most straightfor ward strategy can mean di erent things to each of the senior e xecutives who developed it. is divergence of understanding gets worse the further the strategy moves away from those who created it. is is highlighted in the ndings of Kaplan and Norton's research, which indicates that up to 50 per cent of mid-level managers, and less than 5 per cent of employees, believe they have a clear understanding of their organisation's strategy or the role they play in it. is divergence occurs because of two interrelated communication processes. ese
Project Manager Oct Nov 2013
Project Manager Feb Mar 2014