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Video

Too many projects

4 min.

May 2019

If “the essence of strategy is choosing what not to do,” as Michael Porter famously said in a seminal HBR article, then the essence of execution is truly not doing it. That sounds simple, but it’s surprisingly hard for organizations to kill existing initiatives, even when they don’t align with new strategies. Instead, leaders keep layering on initiatives, which can lead to severe overload at levels below the executive team.

IMD Professor Michael D. Watkins, along with Rose Hollister, recently carried out research for the article, Too Many Projects. Their research indicated the seven causes of initiative overload, as well as provided a step-by-step process to guide leaders.

In this new IMD Research and Knowledge video series, IMD faculty explore the surprising results from recently-published influential, research-based articles, and spell out the main learning points for business leaders.

If you think your organization is taking on too many initiatives and suffering as a result, you are almost certainly right.

Watch the video and find out what you can do about it.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

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Case reference: IMD-2742 ©2026

Summary

Promotion decisions are among the most powerful cultural signals that leaders send. They reveal what an organization truly values, in terms of results but also in how those results are achieved. The Promotion Dilemma explores the tension that managers face when a high-performing employee delivers exceptional commercial outcomes while simultaneously undermining collaboration, trust and shared accountability. Set in Spectra, a global manufacturer of precision industrial components undergoing a strategic transformation, the case follows Chief Commercial Officer Chris Steele as (s)he considers whether to promote Alex Forge, a charismatic regional commercial manager widely regarded as a "rainmaker." Alex has secured major contracts, built strong customer relationships, demonstrated remarkable commercial instinct and fostered credibility with clients. Yet inside Spectra, Alex's behavior is often blunt, impatient and dismissive. The regional manager tends to bypass processes, dominate discussions and challenge colleagues publicly; the result is strained relationships across functions and lower engagement within Alex's own team. The timing of the decision raises the stakes. Spectra is implementing it’s One Spectra transformation, an initiative aiming to strengthen cross-functional collaboration, shared accountability and psychological safety in response to rising competitive pressure. Though promoting Alex would retain a critical commercial talent and emphasize the importance of results, the move risks undermining the cultural shift leadership is trying to build. Not promoting Alex could reinforce the organization's commitment to collaborative leadership but may risk losing a star performer to competitors. The Promotion Dilemma invites discussion about the implicit messages embedded in promotion decisions and the challenges and trade-offs that leaders face when balancing performance and evaluating leadership potential while shaping culture and building long-term organizational health.

Reference IMD-2742

Available Languages English

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