Why projects go wrong: Mitigating international projects using risk management

Abstract

Purpose

Reviews the latest management developments across the globe and pinpoints practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

What is risk? Within an organization, risk itself can pose a number of challenges if it is not understood or defined consistently. For example, a typical risk might be disruptors entering the main market a firm operates in. For an owner, they may dismiss the risk as they do not see the disruptor as a direct rival due to their different approach. For a sales director, they may see the risk as real but remote until data tells them otherwise. For a product manager, they may see the risk as potentially disastrous unless they pivot in some way to mitigate the threat it poses. Unless there is a hymn sheet people can all sing from, there is a very real “risk” that a lack of joined up thinking can lead to a very muddled response to the disruptive threat and a distinct lack of strategic direction.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

Original/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2020), "Why projects go wrong: Mitigating international projects using risk management", Strategic Direction, Vol. 36 No. 4, pp. 24-26. https://doi.org/10.1108/SD-01-2020-0004