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The role of the executive sponsor in organizational transformation

Harold Schroeder (Schroeder & Schroeder Inc., Toronto, Canada.)

Strategic Direction

ISSN: 0258-0543

Article publication date: 9 February 2015

Abstract

Purpose

To highlight that one of the main causes of transformation failure relates to project governance, which is the primary responsibility of an Executive Sponsor.

Design/methodology/approach

The methodology was based on a combination of literature review and experience.

Findings

All too often, once a transformation project is underway, the Executive Sponsor passes the reins to the project manager and takes a back seat, with their involvement confined to Steering Group meetings or when problems are brought to their attention. This can be a very costly mistake, as weak governance is a common contributor to transformation project failure. Achieving good governance requires the Executive Sponsor, like the Project Manager, to have the right combination of “art” and “science” skills, though their roles as well as the relative balance of art and science involved in these will differ.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Keywords

Citation

Schroeder, H. (2015), "The role of the executive sponsor in organizational transformation", Strategic Direction, Vol. 31 No. 3, pp. 1-3. https://doi.org/10.1108/SD-01-2015-0016

Publisher

:

Emerald Group Publishing Limited

Copyright © 2015, Emerald Group Publishing Limited