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S T R AT E G Y E X E C U T I O N ’ S COMPETENCY FRAMEWORK S T R AT E G Y Aligning & executing strategy

Strategy alignment Business acumen

WORK Getting work done

Process expertise Workflow management

Business contact


Critical thinking & problem solving


Adaptive mindset SELF Improving yourself

Being able to build alignment in the face of ambiguity and uncertainty is essential

Influencing Executive presence

Team leadership

PEOPLE Building & nurturing relationships

business now the norm, leaders have to create a team environment where people accept a degree of uncertainty and ambiguity, and are able to still move forward and get work done. That means a major shift is needed in how leaders approach people management, towards nurturing team members and building their capacity to deal with the challenges that the organization faces. It also means moving beyond basic project management to develop portfolio management skills, allowing project leaders to prioritize better as business needs change. Janus-like, managers face both inwards to their teams and outward: they need to be adept at managing upwards, at influencing and managing through networks, and engaging stakeholders throughout the different phases of projects, from initiation and development through execution and delivery. Despite the importance of the people dimension, it is still too often the case that management positions go to those who are technical experts, but not ‘people people’. This under-valuing of so-called ‘soft’ skills can cost organizations dearly in terms of project success rates.



The fourth dimension is that of self. A well-developed ability to manage yourself and to improve your own capacity is immensely valuable. The most urgent areas of

focus are to build creative, problem-solving and critical-thinking skills, and to build an adaptive leadership mindset that equips a manager to deal with the ever-changing world. Organizations need to support this shift. They can help develop different approaches to problem-solving and innovation among project leaders, equipping them to discover solutions to emerging challenges. One global technology company is working to develop adaptive leadership capability throughout the business, realizing that it cannot only be about the top tier: in today’s organizations, everyone is a leader and needs to build their adaptability muscle. Personal resilience is also critical. Complexity and change create circumstances that continually stretch and challenge us as leaders. Being able to build alignment with the strategy and drive execution in the face of ambiguity and uncertainty is essential.

Adapting to change

The projectification of work has rapidly shifted the nature of work for most professionals: away from running routine operations and decisively towards leading projects. In this new world, executives have to answer three critical questions. Does your organization have the capabilities to thrive in the projectbased economy? Do professionals across your organization have the right adaptive mindset to execute on critical projects? And do your project leaders have adequate business skills for prioritizing among competing workstreams and aligning with shifting business priorities? In every sector, an adaptive mindset based on the core techniques and skills of project management is now essential. The days where project management was mainly a technical skillset deep in the IT function have long gone. — Christoffer Ellehuus is chief executive of Strategy Execution. Discover the Duke CE Adaptive Strategic Execution Program in partnership with Strategy Execution at www.dukece.com/our-work/adaptivestrategic-execution-program Q4 2019 Dialogue


Profile for LID Business Media

Dialogue Q4 2019  

Today’s global economy is shaped more by businesses than by nation states: by the goods and services they provide, the networks and supply c...

Dialogue Q4 2019  

Today’s global economy is shaped more by businesses than by nation states: by the goods and services they provide, the networks and supply c...