Author: Catherine Daw

The Absolute Final Word on Top Ten Trends for 2010

2009 was a year of wait and hold as many organizations tried to determine which strategic initiatives to undertake and how much risk to assume with so much uncertainty. As we neared the end of 2009 we began to see a certain level of pent up demand – many companies had completed any necessary downsizing, finished key projects and programs which still needed to get done and looked for other ways to survive the effects of the recession with minimal downside risk.

Companies can no longer wait on the side lines at the risk of losing out on great opportunities to become a leader as we started to early signs of a move into recovery. At SPM we have likened this pent up demand to race cars at a start line – everyone is revving their engines, waiting for the flag to drop. There is an edge as to whether to go over the start line early and risk a yellow flag, no one is quite sure if the flag has indeed been dropped and may be wondering who has the starting flag anyway.

With these factors in mind how will 2010 shape up for companies in terms of strategy execution? We have looked back at the past year and gazed into our research crystal ball to see what trends may be emerging and what our clients are telling us is of critical importance to them in successfully executing their recovery strategy. With apologies to David Letterman here is what we see as the top 10 trends for 2010.

  1. Strategy Execution
    Michael Porter once said: “A bad strategy executed well is far better than a good strategy executed poorly.” In 2010 the need to execute strategy will be paramount to the survival of organizations as we crawl out of the recession. This means focused portfolio management to tightly manage initiatives – this is your strategy execution engine. Along with a portfolio and initiative management framework, it will be essential to implement the key components of a strategy execution culture. People will be the drivers of the execution engine.
  2. Hyper-efficiency
    Organizations will be looking for ways to deliver more effectively and efficiently than ever before. A trend which we saw starting to emerge in the latter half of 2009 will continue to build and get used even more. We are calling it ‘hyper-efficiency’ as organizations look for quick and effective means to deliver on initiatives faster.

    The use of ‘chopping’ and ‘chunking’ larger programs and projects into bite size pieces (4-6 month key deliverables) will be one way of increasing efficiency while still delivering results against desired benefits and results.

    Agile Project Management, Lean Project Management and Lean Six Sigma will als