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Inviting Project Management into the Boardroom

FEATURED PAPER

By Greg Usher

Australia
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ABSTRACT:

There is no doubt that the global corporate environment is changing. Technological advances, economic instability and rapidly changing external and internal environments are fundamentally changing the way organisations conduct business. However, many corporate strategists continue to utilize the traditional methods and tools for developing corporate strategy. Many of these methods and tools are based on assumptions which are now almost 60 years old. This article challenges the assumptions which underpin the traditional model and investigates a non-traditional model, borne from the field of project management.

INTRODUCTION:

Over the past decade, there has been increasing interest by researchers, scholars and practitioners on how project strategy can be aligned more closely with corporate strategy (Morris and Jamieson, 2005, Milosevic and Srivannaboon, 2006, Srivannaboon, 2006, Srivannaboon and Milosevic, 2006, Dietrich and Lehtonen, 2005, Grundy, 2000) .  As a general rule, these studies all start with the same basic assumptions:

(1)   There is a fundamental difference between corporate and project strategy; and

(2)   This difference is the reason why strategy implementation fails.

This article intends to explore the basis for these assumptions, challenge the traditional strategy typologies and present an alternate model for corporate and project strategy alignment.

The current assumptions:

One of the earliest references to strategy in relation to business, is an account of Socrates counseling Nichomachides on his election loss to Antisthenes (Bracker, 1980). However, although the concept of corporate strategy is as old as business itself, it wasn’t until the early 1940’s that any serious study of strategy was undertaken from Corporate and Organisational perspectives (Von Neumann and Morgenstern, 1944). Sometime later Drucker’s seminal work “The Practice of Management” (1955), Ansoff’s “Corporate Strategy” (1965) and  Chandler’s “Strategy and structure” (1962)spawned an explosion of thinking and research about what corporate strategy is, how it is developed, how it is communicated and the impacts it has on Organisational performance.

More…

To read entire paper (click here)


About the Author

pmwj14-sep2013-usher - AUTHOR IMAGEflag-australiaGreg Usher

Australia

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. Greg can be contacted at [email protected]