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6. Turning Strategy into Reality - Pg. 89

chapter 6 Turning Strategy into Reality Putting strategic initiatives into effect in organizations is like turning an ocean liner at full steam. Although the captain's command may echo loud and clear, and even if the turning procedure is underway, no direction change is apparent for the first few moments. The inertia of these giant vessels, measuring hun- dreds of yards in length, is so great that a quick response is out of the ques- tion. It takes planning ahead and allowance for reaction time to make the right change in an ocean liner's course. This same challenge permeates the corporate world. While top decision makers may mandate a given strategy, overcoming the business-as-usual iner- tia takes time. Allowing for the inertia-related time lag is crucial for the success of strategic projects. So the time lapse for the course-changing process has to be built into the components of Enterprise Project Governance. This chapter pinpoints the policies and practices to be defined in EPG to ensure that strate- gies are duly implemented and translated into results. The starting point is the strategy itself. This assumes that a solid portrait 89 American Management Association www.amanet.org