{"id":1513,"date":"2024-10-04T14:57:05","date_gmt":"2024-10-04T14:57:05","guid":{"rendered":"https:\/\/big-cic.org.uk\/blog\/?p=1513"},"modified":"2025-11-28T11:37:36","modified_gmt":"2025-11-28T11:37:36","slug":"bebuilder-1513","status":"publish","type":"post","link":"https:\/\/big-cic.org.uk\/blog\/bebuilder-1513\/","title":{"rendered":"Connecting Project & Strategy Management through Integrated Governance"},"content":{"rendered":"
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Effective strategy delivery is essential for organizations to thrive and fulfil their purpose. However, it\u2019s widely acknowledged that many organizations struggle with this process. Within the project delivery community, we often find ourselves at the forefront of managing the changes required to bring strategies to life.<\/span><\/p>\n<\/div>\n

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One of the key challenges we face is the lack of clear connections between an organization\u2019s purpose, its strategy, and the practical steps needed for delivery. Time and again, issues related to clarity, communication, and delegation emerge as major obstacles to successful strategy execution.<\/span><\/p>\n

Business units and product teams also have performance and value creation targets, often leading to conflicting priorities. Managing these competing demands\u2014whether it\u2019s about allocating funds, resources, or leadership attention\u2014adds significant complexity to strategy delivery. This complexity brings additional challenges related to prioritization, progress tracking, performance control, agility, and integration.<\/span><\/p>\n

While some of these challenges fall within the purview of PMO (Project Management Office) and P3 Governance professionals, many others do not, and often there is no clear ownership of these issues. For instance, during a recent\u00a0<\/span>APM PMO event,<\/a>\u00a0it became evident that no one could identify who in their organization was responsible for ensuring support for the connection between strategy and delivery.<\/span><\/p>\n

It is clear that unless this connection is strengthened and governance across various domains becomes more systematic, organizations will continue to struggle with effective strategy delivery. This challenge is becoming even more daunting as organizations increasingly\u00a0<\/span>incorporate social and environmental goals into their purpose<\/a>, further complicating governance and strategy execution.<\/p>\n

To address these challenges, our organizations must improve in several areas: clarity and communication of strategic objectives, delegation and prioritization of goals, control over progress and performance, and integration across business functions. As we strive to become more purpose-driven, these improvements are essential.<\/p>\n

The big question remains: Can PMOs and P3 Governance professionals step up to bridge the gap between strategy and delivery, not just in managing change but across all facets of strategy execution? Why not?<\/p>\n

This involves providing support to each business area in:<\/p>\n