Driving a project

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Driving a project

Postby Neill on Tue Jan 08, 2013 9:25 pm

Hofstede suggests that a successful innovation requires a power holder and an expert (Machtpromotor und Fachpromotor).
[Hofstede, G. H. & Hofstede, G. J. (2005), Cultures and organizations: Software of the mind , McGraw-Hill , London .]

This is something I wrote in a proposal that we are working on.
But I wondered if any one had experience of projects that either confirms or appears to refute this?

Neill Hogarth
Life is not a practice [www.hogarth.de]
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Re: Driving a project

Postby Selwyn157 on Sat Aug 30, 2014 7:18 am

Having recently finished a project that was effectively killed by a stakeholder who had the power to do so despite there being strong grounds to backup feasibility, his decision was based upon his reading of similar project results (rightly or wrongly) However this does seem to support your query - but there again arent all projects subject to reviews and can be abandoned - or re started with a slightly different emphasis in the light of developments of business need - espoused by the board or executive (power ). regards

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