Transforming Strategic Programs
SECOND EDITION
By Joan Bradee
North Texas, USA
Abstract
Embarking on Strategic Programs presents a complex challenge characterized by uncertainty and the possibility of program failure. Strategic initiatives often span across the organization, introducing a multitude of uncertainties, some of which hold significant challenges and delays. In addition, established Organizational Change Management processes are not always properly in place for Strategic Programs. The absence or lack of clarity in processes can have a considerable impact on program execution, and a deficiency in training further hinders timely implementation. According to PMI, the struggle to bridge the gap between strategy and implementation was evident, with only a 56% success rate in strategic initiatives.
To overcome these challenges, a strategic and systematic approach to leading Strategic initiatives is imperative. The solution involves understanding common points of failure and implementing a successful execution model. Multiple challenges include:
- Poor Leadership engagement
- Resistance to change
- Poor implementation
- Resource challenges
- Lack of Collaboration
So, how can organizations improve their Strategic Programs’ success rate? What are the key factors which influence the success of these Programs?
This paper explores key factors that influence the success of Strategic Programs. Based upon the author’s experience in leading Strategic Programs across multiple industries, this paper will discuss key strategies to address common issues when managing Strategic Programs. A case study of a successful turnaround of an underperforming Strategic Program will be presented.
Introduction
Embarking on Strategic Programs presents a complex challenge characterized by uncertainty and the possibility of program failure. These strategic initiatives span across the organization, introducing a multitude of uncertainties, some of which hold significant challenges and delays. Aligned with organizational strategic goals, Strategic Programs assist companies to deliver maximized value for Customers and Shareholders. These initiatives transform the organization by delivering an initiative that has a long-term impact on the organization’s success and positioning the company for overall growth and market positioning, while involving significant risks and rewards. Existing outside of routine operational activities, these programs play an important role in achieving corporate strategy. Despite their importance, companies struggle to deliver these programs, with only a 56% success rate of strategic initiatives [2]. Several challenges attribute to this poor success rate, including poor leadership engagement, poor implementation, resistance to change, lack of collaboration, and resource challenges. How can organizations transform to address these difficulties?
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Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English. Original publication acknowledged; authors retain copyright. This paper was originally presented at the 16th UT Dallas PM Symposium in May 2024. It is republished here with the permission of the author and conference organizers.
How to cite this paper: Bradee, J. (2024). Igniting the Next Chapter: Transforming Strategic Programs; presented at the 16th University of Texas at Dallas Project Management Symposium in Richardson, TX, USA in May 2024; republished in the PM World Journal, Vol. XIII, Issue X, October/November. Available online at https://pmworldlibrary.net/wp-content/uploads/2024/11/pmwj146-OctNov2024-Bradee-Igniting-the-Next-Chapter-Transforming-Strategic-Programs-1.pdf
About the Author
Joan Bradee
North Texas, USA
Joan Bradee, PMP, MBA, SAFe, LMP, ITIL, CSM is a recognized leader in Program Management. She currently serves as a consultant for Launch Consulting Group (LCG). Her strengths include turning around underperforming programs. Prior to her role with LCG, Ms. Bradee was the Director of Program Management for the Operating Systems group at Vizio.
Over the past two decades, Ms. Bradee has led a variety of strategic initiatives and programs across a variety of industries, such as healthcare, airline, and high technology, working for such companies as Vizio, Blue Cross Blue Shield, Sabre, Southwest Airlines, and Motorola.
She holds a BS in Computer Science and a BS in Chemistry from the University of Maryland. She also holds an MBA from the University of Dallas. She has her Project Management Professional (PMP) certification, as well as her Scaled Agile (SAFe) Certification, Certified ScrumMaster (CSM) Certification, and Lean Portfolio Management (LPM) Certification. Ms. Bradee began her career as a Software Developer and transitioned into Software Development Management.
Joan can be contacted at joan.bradee@gmail.com
