ABSTRACT

During the past century, companies' efforts to achieve their strategic initiatives have led to the relentless improvement, and thus constant reduction, of operational work (run-the-business activities) and to an unstoppable 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. Therefore, as the number of projects multiplied, the rate of strategic failures increased. My research shows that the traditional functional company's poor project management skills – and the resulting difficulties in executing its strategy – can be linked to seven main obstacles:

Omission of uniform methods and standard processes.

Misalignment of organizational structure with the company's changing reality.

Absence of appropriate governing structure to support strategy execution.

Lack of project execution culture, skills and leadership attention.

Complexity of tracking and forecasting project costs, financials and benefits.

Inadequacy of systems and tools for monitoring strategy execution.

Lack of focus.