When Success Fails: Turning Activity into Strategic Impact
Susan Tuttle
Time
13.00 - 13.45
Projects succeed. Budgets are met. Timelines are achieved. Governance reports are green.
And yet strategy still fails.
Why?
Delivery excellence on its own is not enough. A project can be well managed and still produce something the organisation does not need. A transformation programme can reshape structures, systems and technology yet steer the business away from its strategic intent. Risks may be logged and monitored locally while quietly building into something far more serious across the enterprise.
What separates activity from impact is coordination.
This session explores how strategic outcomes are realised only when portfolios, programmes and projects operate as an integrated system, with a PMO providing the visibility, escalation pathways and decision flow that connect them. Through structured illustrations, we will examine where value is lost when these levels operate in isolation and what changes when alignment is intentional and enterprise wide.
This is not about adding bureaucracy. It is about improving value for money, strengthening organisational agility, and ensuring that strategy translates into measurable performance.
If you work in projects, programmes, portfolio or PMO and want your work to contribute directly to strategic success, this session will help you see the wider system you operate within and where coordination creates real advantage.
Your Takeaways
- Why projects can succeed while strategy still fails
- How misalignment and hidden risk build across project, programme and portfolio levels
- Questions and practical shifts that strengthen coordination and escalation
- A clearer view of how integrated governance protects strategic value
About Susan
Susan Tuttle is Senior PRINCE2 Product Architect at PeopleCert and author of PRINCE2® Project Management In Action. She is responsible for shaping the future of PRINCE2, advancing it as a practical framework for modern, adaptive delivery.
Drawing on her experiences across financial services, global technology leadership, and entrepreneurship, Susan brings a pragmatic perspective to organisational change and delivery. She is particularly focused on bridging the gap between structured governance and adaptive ways of working, helping organisations move beyond methodology debates to practical, value-driven outcomes.
Having trained thousands of professionals and created highly rated digital learning programmes, Susan is passionate about making project management guidance accessible, relevant, and immediately usable in the real world.