For twenty years, the PMI has reported that nearly 72% of projects fail to achieve their strategic objectives.

For change projects, this figure is even more concerning, approaching 50% across all organizations. This is where the major challenge lies: how to effectively implement your strategic initiatives?

The causes are numerous, but the priority is to target the errors to avoid when managing a portfolio of strategic initiatives. Leaders and key personnel have limited time and resources, making it impossible to be present everywhere simultaneously.

During the September Deep Dive of the Innovation, Agility, and Excellence Pro Community, Jean-François Nantel explored the key success factors and pitfalls to avoid for effective management of your portfolio of strategic initiatives.

The importance of coherence

Jean-François brilliantly highlighted the importance of the coherence between strategic objectives, the organization's capacity for change, and its project and change management approaches.

A strategic vision, however ambitious, cannot be achieved without rigorous alignment at all levels.

It is crucial to ensure that project management and change support methods are in sync, as any inconsistency generates resistance and compromises the achievement of results.

The ability to modulate one's management style, shifting from directive to collaborative depending on the nature of the project, is an essential managerial skill.

Maximize team participation

Participation becomes a lever for engagement and resistance reduction.

Team participation is an often underestimated key success factor. As Jean-François pointed out, participation is not natural. It evolves and must be cultivated.

By moving from information to consultation, then to discussion, deliberation, and finally collaboration, organizations can transform natural resistance to change into a powerful engine of engagement. Allowing teams to participate in developing solutions and making decisions not only strengthens adherence but also the quality of the results.

It is a continuous process that, once initiated, is difficult to reverse, because individuals, having experienced autonomy and contribution, do not wish to return to more top-down models.

The deliberate choice of organizational culture

Organizational culture is a deliberate choice because it is the sum of desired, accepted, and valued behaviors within an organization.

A culture that promotes autonomy, psychological safety, and continuous skill development is essential to face current disruptions. Leaders must create a climate of trust where employees feel free to express their ideas and take initiatives without fear of reprisal.

This culture, combined with the ability to develop internal skills that enable adaptation to changing team dynamics, is the true engine of agility and innovation.

Change can then be perceived as a source of energy and opportunities.

Remember

The successful management of strategic initiatives relies on flawless coherence, active team participation, and an organizational culture deliberately oriented towards agility and trust.

Have a good week,

Eric L'Heureux

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