c Even when project is approved, is the direction always clear? | eS Although many projects are initiated, many of them are running with vague objectives to achieve and no clarification of management expectation. e Hore is atypical try of projectin many compares “Mr. J is a Sales Director who oversees all the product sales of Company A, a company that sells copy machines. Recenly, @ new calegory of copy machine was launched, but he is dissatisfied wilh how the | new product is boing marketed & sold. He put Ms. R fo be in charge of a project to improve the situation. Mr. 's expectation on the following are not specially shared to Ms. R. A) Expected marketing methods to market the new product, b) specific problem to be solved in terms of current marketing & sales strategy, c) what “success” means in Mr. J’s definition. Mr. J is too busy that he is alwaye asking Ms. R to think about. Sometimes Mr. Js also not sure about his own direction. Given the situation. Ms. R chose to take responsibility, set her own goal, and the success criteria with her team. The project starts. The implementation is quite tough, running for around 6 ‘months. Especially in the | context of resources. she elways negotiates with Mr. J about adding more people, more budget, in a case-by-case basis. Cc {As timo pass, the team is successful in terms of achieving their goal that they sel by themselves, | inereasing 25% ofthe (oa sales ofthe new product. And they decide to havo a dinner o celebrate the C success together. {At the offie nextday, Ms, R has a discussion with Mr J, along with the senior management team Strikingly, many of them are not satisfied. Mr. J eventually says, “Vou did a good job. But what we are Cee cri ner Togecie target fe-yur oes amare olor merken budget” | Ms, Ris very upset to hear this and thinks, “if you wanted these things before, why didnt you say so in the beginning.” Now, Ms. R is extremely demotivated and do not know what to share with her team. @ Precena Strategic Partners 34 |