1、Project Excellence in A VUCA World:From Process to PerformanceRavi Sahi,Ravi Sahi,PMP,MBAPMP,MBARegional Director,Strategy ExecutionRegional Director,Strategy ExecutionAn Innovative FrameworkVUCACommitment to ImproveHeres what well coverChanging environment Volatility:From disruptive technologies to

2、 unlikely competitors,the nature and magnitude change has become unpredictable and its pace has accelerated.Uncertainty:Less predictability and greater prospects for surprise,there is no guidebook for the new situations and decisions Complexity:People,industries,events,even everyday objects are all

3、interconnected in ways that they never have been before.Ambiguity:The haziness of reality,greater potential for misreads,and the mixed meanings of conditions Strategy Execution 2017 Duke Corporate Education and TwentyEighty Strategy Execution6of CEOs expected the level of complexity to increase over

4、 the next five yearsSource:IBM Global CEO Study:Capitalizing on Complexity,2010of CEOs,LESS THAN HALF,feel prepared to handle this complexity64%of CEOs said their businesses were more volatile,uncertain and complex79%49%and onlyBusiness is Becoming Increasingly Complex 2017 Duke Corporate Education

5、and TwentyEighty Strategy Execution7This Complexity is Negatively ImpactingStrategy ExecutionSource:Why Good Strategies Fail,EIU,2013While most CEOs recognize that those who execute faster and better are positioned to capitalize on changes,they concede that their organizations are not well prepared

6、to execute.88%of CEOs say that successfully executing initiatives/projects in order to deliver strategic results is the most important area of strategic implementation61%of CEOs acknowledge that their firms often struggle to bridge the gap between strategy formulation and its day-to-day implementati

7、on 2017 Duke Corporate Education and TwentyEighty Strategy Execution8Causing High FailureIn Strategic Initiative ImplementationsSource:Why Good Strategies Fail.EIU.2013of strategic initiatives have NOT been successfully implemented in thelast three years44%Traditional PM is NOT going away It is stil

8、l an essential performance platform Methodology(waterfall,Agile,others)Strategic alignment Business Analysis excellence Leadership skills Team dynamicsA commitment A commitment to improveto improveClients Clearly state reasons for investing in project management Develop project management talent Cre

9、ate a career path and competency model Project Management certification system Continuous improvementCommitmentPM Career Path and Competency ModelThe PMI Talent The PMI Talent TriangleTriangleSource:PMI.orgPM Career Path and Competency Model 2017 Duke Corporate Education and TwentyEighty Strategy Ex

10、ecution14WHY Such High Failure RatesIn Strategic Initiatives?Source:Why Good Strategies Fail.EIU.2013of strategic initiatives have NOT been successfully implemented in thelast three years44%VUCA SummaryBusiness environment is Becoming Increasingly VUCAThis Complexity is Negatively Impacting Strategy

11、 ExecutionProject-Based Work is Becoming Increasingly Strategic,Complex and CostlyOver a Quarter of Project-Based Strategic Initiatives FailNavigating Strategic Project Complexity requires AdaptabilityI Know What Youre ThinkingStrategic Execution Framework(SEF)Who are you?Where are you going?How wil

12、l you operate?What needs to be created?What is the context?How will we build it?CompetenceCultivationThinking about culture Source:William E.Schneider.The Reengineering Alternative:A Plan for Making Your Current Culture Work.Burr Ridge,IL:Irwin Professional Pub.,1994.CollaborationControlCompetenceCo

13、llaborationControlCultivationEvery organization has a predominant culture and may have subordinate cultures.CompetenceCultivationCulture and Geoffrey Moores Strategic Value DisciplinesSources:William E.Schneider.The Reengineering Alternative:A Plan for Making Your Current Culture Work.Burr Ridge,IL:

14、Irwin Professional Pub.,1994.Geoffrey A.Moore.Living on the Fault Line:Managing for Shareholder Value in Any Economy.Rev.ed.New York:HarperBusiness,2002.CollaborationControlCompetenceCollaborationControlCultivationProductLeadershipDisruptiveInnovationCustomerIntimacyOperationalExcellenceDifferentiat

15、e through superior execution measured by productivity&ultimately,lower priceDifferentiate through superior matching of customer expectation with offer fulfillmentdemanding higher priceDifferentiate through superior design and engineering yielding higher performancedemanding higher priceThinking outs

16、ide the box,imagineering,new paradigmsCompetenceCollaborationControlCultivationDoes your strategy align with your culture?CollaborationControlCompetenceCollaborationControlCultivationCulture and Todays Work ApproachesStart These Conversations Early Xie Xie Ni!Questions?Ravi SahiRegional Sales Director,Greater ChinaTwentyEighty Strategy ExecutionR