The Action, Execution and Implementation Group provides and builds expertise in translating strategies, plans, and ideas into concrete and meaningful actions. Read more Read less

In the Action, Execution, and Implementation Group, we start with the fact that having a strategy, plan or idea is only one part of the equation. Many valuable ideas and sophisticated action plans remain on paper, creating the proverbial “knowing-doing” gap. Our Group builds on the cross-disciplinary background of our faculty to provide deep expertise and practical tools for closing this gap.

The Group brings together and integrates a range of powerful and complementary approaches to translating strategies and plans into concrete terms, enabling managers to take informed and meaningful actions. These approaches include portfolio, programme, and project management (P3M) as well as management control systems (MCS) and performance measurement and management (PMM). All of these approaches benefit from being rooted in decades of research, yet all share a common purpose – making strategies and plans operational: getting things done.

This expertise is delivered through two interconnected networks of faculty situated within the Group.

The performance management faculty is organized into the Centre for Business Performance and focuses on designing and operating organization-wide systems for managing performance holistically. This work includes

  • Identifying the appropriate type of management control systems for organizations
  • Creating Success Maps that translate organizational objectives into concrete actions
  • Designing performance indicators and performance measurement systems
  • Extracting actionable insight from performance information
  • Designing reward and performance management systems that enhance motivation

The Portfolio, Programme & Project Management faculty focuses on creating innovative solutions to the modern challenges in project, programme, and portfolio management. This includes

  • Managing major projects in government energy, and construction,
  • Re-formulating traditional approaches to risk management,
  • Assessing and managing project complexity,
  • Developing the requisite skills for managing and leading projects, programmes, and portfolios.