- Highly interactive sessions, in a safe environment to share issues, challenges and learning
- Peer to peer advice
- Tools and tips from expert facilitator(s)
- Program leaders and project managers in the biopharma industry
- Share your own challenges with like-minded people
- Pick up some successful approaches from others and opportunity to ask questions
- Hear some tips from our expert moderator
- Elect to attend further sessions
- 1-hour virtual session
- Free of charge (booking required)
- 8 – 16 participants
Strategy vs Tactics: Are We Bridging Thinking and Doing Effectively?
In today’s fast-moving organisations, we often celebrate delivering, executing and achieving milestones while simultaneously placing disproportionate status on shaping strategy, setting direction and defining priorities.
This session explores the balance between strategy and tactics and asks whether our organisations are set up to connect them effectively. Strategy defines where we are going and why it matters, whereas tactics convert that intent into concrete actions and real outcomes. When the connection between the two is weak teams can become overloaded with activity that lacks clarity and strategic plans can fail to evolve in response to reality.
We’ll examine:
- Why strategy can fail because it lacks the tactical focus required to make it actionable
- Where strategy and tactics most commonly disconnect in organisations, and why this happens even with experienced teams
- How assumptions made during strategy development are tested during execution
- How organisations can create stronger feedback loops between thinking, doing and delivering
Together, we’ll discuss how the bridge between strategy and tactics can be strengthened, ensuring that strategy remains relevant and delivery remains focused and effective.
Key focus areas:
- What teams need from strategic plans in order to deliver effectively
- What strategic teams need in order to validate assumptions and adapt strategy as projects progress
- How weak connections between development of strategic plans and tactics can create friction, misalignment and stalled decision making
- Practical ways in which leaders and project professionals can strengthen the feedback loops between thinking, doing and delivering
A passionate advocate for the pivotal role of of high quality project and program management in driving success within life sciences, Sandra is a regular speaker at conferences and plays an active role on the executive committee of the Pharmaceutical Industry Project Management Group.