Managing a growth culture: how CEOs can initiate and monitor a successful growth‐project culture

Abstract

Today, all companies are more dependent than ever on projects for growth; that is how innovations begin and are implemented. The problem is deciding, in an uncertain environment, which projects are truly the high values ones and which ones need to be cancelled. This article offers a project management methodology as a solution. The three key premises: (1) successful management of your business’ project portfolio largely determines its ability to innovate and grow; (2) using an integrated analysis of the projects as a portfolio will better align them to the company’s strategic intent, promote agility to adapt to changing business conditions, redirect resources to higher‐value opportunities, and build improved capabilities; (3) adoption of three innovative practices to change the project management culture will manifest numerous performance improvements.

Citation

Benko, C. and McFarlan, W. (2004), "Managing a growth culture: how CEOs can initiate and monitor a successful growth‐project culture", Strategy & Leadership, Vol. 32 No. 1, pp. 34-42. https://doi.org/10.1108/10878570410511408