ABSTRACT
It is commonplace to hear the word ‘strategy’ used in conversations between executives, managers and staff when the topic of an organization’s intentions, aims and objectives are being discussed. Similarly, organizations’ leaders are prone to launch ‘initiatives’ that are designed to change something about the business, to help implement its ‘strategy’. Such ‘strategic initiatives’, therefore, are highly likely to consist of work that can best be viewed as projects, programmes or collections of projects and programmes.
