A Framework for Innovation and Progress?
FEATURED PAPER
By Prof. Dr. M. F. HARAKE
CEREGE Research Laboratory
University of Poitiers
Poitiers, France
Abstract
This article examines the integration of Blue Ocean Strategy (BOS) into project management, providing an innovative approach to executing strategic projects. BOS, developed by W. Chan Kim and Renée Mauborgne, promotes the creation of uncontested market spaces—”blue oceans”—through value innovation, rather than competing in oversaturated markets. In contrast, traditional project management focuses on efficiency, risk control, and achieving predefined goals. The article explores how BOS principles can enhance project management by promoting innovation, reducing competition, and driving value creation. The proposed framework aligns BOS tools with project management practices, particularly within the IPECC (Initiating, Planning, Executing, Controlling, and Closing) framework, to balance creativity with structured execution. Through theoretical discussions and case studies, the article illustrates how integrating BOS into project management improves strategic alignment and fosters innovation, making projects more adaptable to changing market environments. However, it also addresses the challenges of merging BOS’s exploratory and flexible nature with the structured, scope-focused processes typical of project management. Despite these challenges, BOS encourages strategic differentiation and enhances project results by focusing on creating new markets instead of competing in existing ones. The article concludes by offering a balanced view of the advantages and limitations of integrating BOS into project management, suggesting this fusion as a novel approach for organizations to foster innovation while maintaining project structure and efficiency.
Key Words: Blue Ocean Strategy (BOS); Project Management; Value Innovation; Uncontested Markets; IPECC Framework; Strategic Alignment; Innovation; Competitive Differentiation
1 Introduction
1.1 Context
In today’s competitive business landscape, organizations are under pressure to innovate and achieve sustained growth. Traditional “red ocean” strategies focus on outcompeting rivals in crowded markets, often leading to diminishing returns. In contrast, Blue Ocean Strategy (BOS), introduced by Kim and Mauborgne in 2005, encourages companies to create new, uncontested market spaces by unlocking new demand through innovative value propositions. This approach makes competition irrelevant and allows businesses to craft unique offerings rather than simply battling existing demand.
Simultaneously, effective project management serves as the backbone for executing these strategic innovations (Barth & Bobot, 2010: da Silva, 2016). By managing resources, timelines, risks, and stakeholder expectations, project management ensures that organizational strategies translate into tangible outcomes. The integration of BOS with project management frameworks enhances this process, enabling organizations to redefine industries through disruptive products and services (Bourguignon & Pagnoncelli, 2015; Fang & Tzeng, 2015; Cano & Ramos, 2016). This synergy not only fosters creativity and exploration of new markets but also guarantees that innovative projects are delivered efficiently and aligned with business goals, allowing companies to thrive and set new industry standards (da Silva, 2016; Gonzalez & Garcia, 2017).
1.2 Combining Blue Ocean Strategy with Project Management
Combining Blue Ocean Strategy (BOS) with project management (PM) frameworks offers a substantial chance to blend innovative thinking with the organized discipline needed for effective project completion (Fang & Tzeng, 2015; Cano & Ramos, 2016). In theory, this fusion provides a comprehensive approach to organizational strategy and operations, connecting creative market discovery with the rigorous management of resources, timelines, and risks (Brown, 2009). However, the dynamic and exploratory essence of BOS—intended to disrupt traditional competitive strategies—can occasionally clash with the more linear, controlled methods of conventional PM (Bourguignon & Pagnoncelli, 2015; Cano & Ramos, 2016; da Silva, 2016). This interplay presents both opportunities for synergy and potential challenges, as harmonizing these differing approaches necessitates a delicate balance between adaptability and structure (Cheng & Hu, 2014; Fang & Tzeng, 2015; Gonzalez & Garcia, 2017; Hossain, 2020).
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How to cite this paper: Harake, M. F. (2024). Incorporating Blue Ocean Strategy into Project Management: A Framework for Innovation and Progress? PM World Journal, Vol. XIII, Issue X, October/November. Available online at https://pmworldlibrary.net/wp-content/uploads/2024/11/pmwj146-OctNov2024-Harake-Incorporating-Blue-Ocean-Strategy-into-Project-Management.pdf
About the Author
Prof. Dr. M. F. HARAKE
Poitiers, France
Prof. Dr. M. F. HARAKE is a management Professor based in France. He is currently affiliated with CEREGE Research Laboratory at the University of Poitiers (France), and a visiting research fellow at CABMR Research Center (Paris – France). He is also an Honorary Academic Advisor and Research Scholar for the PM Library (Texas – USA). His research interests include Post-Conflict Public Management, Crisis and Urgent Operations Management, Humanitarian Logistics, and Project Management in Unstable Environments.
He can be contacted at mohamed.fadl.harake@univ-poitiers.fr
To view other works by Prof. Harake, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/mohamad-fadl-harake/
