Growth and Success: The importance of business strategy and leadership (part one)

This paper explores the factors underpinning growth and success, the role that effective transformation plays in each of them, and how these can be implemented within business via effective project management. It argues that productivity gains stem from the right combination of people, processes and technology.

Why is this paper relevant? 

Even with the gains offered by emerging technology such as AI, sustained organisational success rests on robust leadership, disciplined oversight and effective decision-making by people.

At a time when leaders are under pressure to “do more with less”, embedding project management into strategy can boost adaptability, resilience and long‑term value. While AI can enhance efficiency, human oversight, leadership continuity and clear governance remain essential. Effective processes for monitoring, control and communication – alongside capable sponsors and strong talent retention – enable organisations to navigate volatility, improve productivity and sustain competitive advantage.

Who should read this report?

• Chief Executive Officers, Chief Operating Officers, Chief Financial Officers, Directors of Strategy and Chief Transformation Officers – to strengthen planning, ensure strategy is revised with changing conditions, and embed project management into strategic intent, so the organisation can remain adaptable and resilient.
• Chief Project Officers and senior Operations/Delivery Leaders – to integrate project management principles from the outset of strategic planning, improve risk management, and use structured processes to drive productivity.
• HR Directors / Chief People Officers – to address capability gaps, strengthen leadership and governance, build talent pipelines, improve retention, and shape a culture where people understand their role in achieving strategic goals.
• Digital Transformation Leads – to ensure digital initiatives are delivered with clear processes, risk controls and communication structures.
• Business Change Directors, Programme Directors and Portfolio Directors – to connect strategy with execution, ensure teams understand why change is happening, and maintain strong communication and alignment across complex programmes.
• Risk and Governance Leads – to establish clear baselines, reinforce effective controls, guide leaders on decision making, and ensure governance frameworks support delivery, particularly where productivity pressures and complex change coincide.
• Chief Sustainability Officers/ESG Leads – to embed value-led thinking into strategy, use project disciplines to reduce inefficiency, and ensure sustainability aims are supported.
• Chief Operating Risk Officers/Enterprise Risk Leads – to strengthen risk anticipation, establish clearer baselines and controls, and ensure leaders have the information and governance needed to make confident decisions.
• Programme Sponsors – to provide direction, maintain continuity at senior level, ensure benefits are realised, and remove obstacles that slow delivery.
• Corporate Communications Directors / Internal Communications Leads – to strengthen alignment by communicating purpose, progress and expectations.

Insights, ideas and recommendations

• “Doing more with less”. Strategic planning is essential and is best achieved by integrating project management into strategy development and refresh cycles, ensuring organisations stay adaptable and responsive to external change.
• Use project principles as a productivity lever, moving beyond digital tools alone to combine technology with strong processes, governance and human oversight.
• Put the right people in key roles - especially sponsors - to provide clarity, authority and continuity throughout delivery, improving decision making and benefits realisation.
• Build and retain project delivery capability by developing strong processes that include monitoring, controls and effective business communication (via Asana or other tasks management tools).
• Build talent pipelines, supporting leadership growth and creating environments where people feel connected to organisational purpose. 

Contributors

• Alistair Godbold, Vice President, Association for Project Management
• Christan Fell, Director, Forvis Mazars
• Andrew Hulbert, Founder, Parento FM
• Dan Channer, Group Managing Director, Haslams