Guessing is not a strategy: How to build decision velocity with AI and real-time data
June 10, 2026 | Live Webinar
Why You Can’t Institute a New Project Governance Strategy
Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.
The new project governance strategy just selected will be a great fit for Rachel’s organization and will solve many chronic problems, so she is justifiably proud when the decision is made to begin deployment. As an experienced organizational leader, she even thinks about the benefits to the project managers and workforce as they finally get the stability they have been looking for.
What happens next catches her flat-footed, though. She hears:
“It’s not going to work here.”
“Looks like more bureaucracy to slow us down.”
“We don’t need all that.”
Is this her organization? Is this the workforce that is ready to take on the competition and win?
“We Beg To Differ”
Just because the new project governance will improve your organization’s performance immensely, don’t assume that the workforce--including the many levels of management--is going to be supportive from the beginning, even if higher-ups do waive the flag and blow the herald trumpets.
You will face resistance from the time-tested complaint, “It was not created here, therefore it is suspect and probably unacceptable for any number of reasons.” In addition, workers are wary of any higher-level change nowadays because they may mean layoffs.
But that’s not the only reason behind …
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