The Four Executive Challenges of Project-based Strategy

Carsten Lund Pedersen, Thomas Ritter

Research output: Contribution to journalJournal articleResearchpeer-review


Purpose: As a great deal of strategy execution takes the form of strategic projects, how you align these projects ultimately determines the success or failure of your strategy. Here, we discuss four executive challenges executives need to tackle to successfully manage a strategy in a project-based world.
Design/methodology/approach: Conceptual approach entailing illustrative case-examples
Findings: We find four executive challenges to tackle in order to successfully manage a strategy in a project-based world.
Research limitations/implications: As the study draws upon conceptual arguments, future studies need to assess the verisimilitude and boundary conditions of the challenges.
Practical implications: By thinking of a strategy through a project-based lens, and understanding the challenges thereof, executives should be better able to bridge strategy formulation and execution.
Social implications: A project-based approach to strategy is not necessarily limited to a for-profit sector; NGOs and governmental organizations may similarly learn from and draw upon a project-based approach to strategy.
Originality/value: As little research within strategy has explicitly conveyed a project-based lens, the study emphasizes a novel approach to strategy.
Original languageEnglish
JournalStrategy & Leadership
Issue number6
Pages (from-to)44-49
Number of pages6
Publication statusPublished - 2018

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