At the end of the three-year period, almost 50% of the projects in the Association’s multi-annual plan were either not started or not finished on time. Prioritization, taking the available
A renovation project of some infrastructure had gone quite wrong. Many stakeholders were involved, all were blaming the builders, it looked like nobody from the agency or their other contractors
The project managers in the international organization had trouble meeting deadlines and keeping within budget on their long term, capital-intensive projects. Project coordination took a lot of effort, responsibilities in
Traditionally oriented towards the development and quality-assurance of the trade, the management noticed that there was an increasing need among members for support in their positioning in the field. The
The board of directors and management of the best packaging factory in the branch were convinced of their approach, but were nevertheless compelled by the market to offer ‘evidence’. Antonie
Newly established business units with a responsibility to produce results had to start operating like a commercial undertaking, even though they had a largely civil past. In plenary sessions, Antonie
The organisation subsidized projects as part of its strategy. However, the organisation has insufficient insight into the proper appropriation of subsidies, and the project results therefore left room for improvement. Antonie
The document-management of the organisation was substandard, and the central department was consequently unable to handle its work. The organisation had already implemented a training boot camp, but nevertheless had doubts
Teams whose members come from different countries and backgrounds pose a special challenge for managers. Especially so when they have to do with every nation and culture across the globe.
27 Nationalities combined in one public organisation, together had to show results. Compliance with procedure was sacrosanct though and feedback on efforts left much to be desired. Antonie Reichling supported
