Linking Projects to Strategy at Medtech
This case study explores the strategic and operational challenges faced by Medtech under the leadership of CEO Adrien Leclerc, focusing on the complexities of managing key projects within a matrix organizational structure. It emphasizes the importance of strategic alignment and efficient resource management, making it ideal for discussion in graduate-level leadership or project management courses. Leclerc’s approach to treat all projects as equally critical aims to cultivate a competitive, high-performance culture but complicates project prioritization and resource allocation. This presents a strategic decision: continue with uniform prioritization or adopt a more selective strategy that aligns projects with Medtech’s strategic goals. The narrative also details the experiences of Sofia Ramirez and Camille Rousseau, who face challenges like conflicting priorities and limited resource authority within the matrix structure. These case points illustrate the practical difficulties in executing projects and aligning them with company strategies. Moreover, the study initiates broader discussions on the role of the PMO, the impact of leadership styles, and the necessity of clear communication in matrix organizations.
1. Understand how to interpret and communicate a leader’s strategic intent within an organization and examine the impact of strategic directives on organizational alignment and project execution
2. Explore strategies for leading projects effectively within a matrix organizational structure without formal authority and analyze the role of the PMO in enhancing project alignment with organizational strategy
3. Assess the importance of incorporating project leaders’ input into team members’ performance evaluations and evaluate the benefits and challenges of implementing a project portfolio management system to prioritize projects based on their strategic value and impact.
