The traditional view of strategy and the strategic alignment of projects and programs is one where the successful organisation requires its governing body to determine its vision and mission. Then for the governing body and executive management craft a strategy to move the organisation towards achieving its vision. The resulting strategic plan forms the basis for effective portfolio management, setting the objectives for projects and programs, and providing a framework for measuring their success in terms of their contribution to implementing the strategy and creating value.
VUCA changes this, unexpected things happen and new strategies appear as a consequence of projects and programs responding to VUCA. Strategy formation has two aspects, one deliberate, the other emergent.
The challenge for PMOs and portfolio management is to engage with the paradox between implementing the strategy and adapting the strategy; and the paradox between allowing sufficient agility and flexibility to maximise value in a VUCA environment without sinking into undirected chaos. This article offers some solutions to these challenges: https://mosaicprojects.com.au/Mag_Articles/SA1057_Strategy_in_a_VUCA_world.pdf
Pat Weaver
Lynda Bourne
Mosaicproject's Blog 