3DNA OF STRATEGY EXECUTION
Organizations are more like a living organism rather than a machine. A machine can breakdown, but organizational DNA can adapt and evolve to changing conditions and is resilient and can bend without breaking. The key is to decode the essential elements and find ways to strengthen them.
For the past two‐and‐a‐half years John has been leading a PMO in a leading energy company. The project portfolio is worth US$34 billion, spanning various energy generation, transportation, and distribution projects. His focus has primarily been on execution. One of the strategic priorities for the company is listed as execution and states that there is a need to focus on project management to safely deliver projects on time, on budget, and at the lowest practical cost while attaining the highest standards for safety, quality, customer satisfaction, and environmental and regulatory compliance. John has been busy with his team of about 30 working on various aspects of standards, controls, and processes. They feel pretty good about their accomplishments. They have established a standardized methodology and provided relevant training and documentation. ...
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