Today, this picture is far too common in all types of organizations. There is a belief that if only a sufficient number of projects is launched, the results will come. However, this is just a delusion. In reality, the large number of projects only results in fragmentation of the individual contributor as well as the organization as a whole. The individual contributor wants to show his willingness to deliver according to expectations to everyone, and hence, doesn’t turn anyone down. He does deliver, but the quality is not always top notch. But he has done the best he can, given the circumstances.
Similarly, parts of the organization focus on projects, which they consider important, oftentimes at the expense of the execution of other projects, whereas other parts of the organization prioritize projects foregone by others. The result is that few, if any, projects are properly executed throughout the organization. Executive management is baffled by the lack of results.
From my experience, the key to success is paradoxically to launch fewer, rather than more, projects! This way, the organization gets to collectively focus on the most important activities, and ensure that these are executed as well as possible throughout the entire organization. This focus creates concentrated impact, resulting in improved effects as well as a better perception of working conditions. The method used to select the prioritized activities is not essential. The results will come when you assist the organization and individual contributors to deselect less important projects and activities. After all, strategy and priorities is just as much about selecting what not to do.