Project Management Institute

2025 Strategy Execution Challenge: 20% Market Share; 25% Dividend Growth with Lawrence Suda and Anthony Paris


Topics: Decision Making Techniques | Change Management | Portfolio Management | Strategic Planning and Implementation

Despite herculean efforts most organizations struggle to realize the full potential of their business strategies. Typically, driven by either a good but unachievable strategy or the VUCA (Volatile, Uncertain, Complex, Ambiguous) environment, it is estimated that 50 to 75 percent of large-scale change efforts fall short of expectations. The principal problem is that, in many cases, companies focus on executing individual projects and judge their performance based on traditional output-driven metrics such as time, scope, and budget. What gets lost in this approach is a clear perspective on whether the projects, individually or collectively, are truly helping the company achieve its ultimate strategic objectives and create future business value. As a result, companies need to be more disciplined and adaptable in how they implement and oversee these projects to ensure strategic objectives are met. Today, your management team is ‘parachuted’ in to run a company for 4-5 years and given nothing but some investment capital, a loan, some property and equipment, a few talented recruits, a handful of customers and over sixty (60) internal project options.

Your mission is to emerge as the market leader in an intensely competitive market place. This intensive workshop has you craft a strategic execution plan to turn around a struggling company. You will need to build relationships with other business units to enhance overall business performance. This workshop is highly experiential learning laboratory, combining lectures, a business simulation, process consultation, assessment instruments, group discussions, and action/reflection time.

What You Will Learn

Upon completion of this course, participants will be able to:

  • Experience business-owner ‘big picture’ thinking to develop a strategic mindset.
  • Manage the most important intangible assets that account for benefits realization, market value and capitalization
  • Lead collaborative decisions with other business functional team members while considering project portfolios from different business perspectives
  • Identify and align strategic project investments and resources to current and future core capabilities
  • Manage the complex relations and trade-off decisions required for strategy execution.

PDU Allocation Table

The table below displays the number of professional development units (PDUs) awarded for each PMI® credential, as they align to the PMI Talent Triangle®. Leadership and Strategic PDUs apply evenly across all credentials and Technical PDUs apply only to specific credentials. PDUs will be added in full to all eligible credentials.
Technical Leadership Strategic Total
CAPM / PMP / PgMP 0 7 7 14.00
PMI-ACP 0 7 7 14.00
PMI-SP 0 7 7 14.00
PMI-RMP 0 7 7 14.00
PfMP 0 7 7 14.00
PMI-PBA 0 7 7 14.00
pmi_talent-triangle_alignments_technical_rgb pmi_talent-triangle_alignments_leadership_rgb pmi_talent-triangle_alignments_strategic_rgb pmi_talent-triangle_alignments_rgb

Seminar Instructor(s)


Lawrence Suda

Lawrence Suda is the CEO of Management Worlds/Palatine Group and is a popular and senior trainer, speaker and sought-after consultant. As a simulation designer and trainer his focus is on teamwork, business culture that drives results, a forward moving vision building leadership capability in support of business strategy and achieving key business outcomes. Larry is known for his company’s project and program management simulations and is one of the early developers of simulation learning products. After 30 years in the business, he is still driven by the same passion for learning — it’s the fuel that inspires the smartest simulations in the business. He has designed and facilitated thousands of leadership and project and program management workshops for Fortune 500 corporations, government agencies, and PMI SeminarsWorld workshops around the globe. He has written and lectured widely in international forums, both at the academic and practice levels.


Anthony Paris

Anthony Paris is a business consultant mainly working on projects to deliver improvements in service delivery, projects delivery, and business results. From 1990 to 1996 he was Managing Director of Air Malta, the Maltese National Airline, performing a major reorganization and implementing major automation projects. His management consulting work includes many years of helping organizations like JP Morgan Chase, American Express, Metropolitan Life, NASA, and General Electric in the USA. Currently he is based in Europe, consulting with large organizations such as Computer Sciences Corporation (CSC) , Schindler, Citibank, BBVA, Department of the Treasury (Southern Australia), Genpact, and UST Global.

Course Information

2 Days
17 - 18 May 2021


Member Price
(US$1456.00 before 6 April)
Non-Member Price
(US$1612.00 before 6 April)
Government Pricing

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