| Author: | Royer, I. |
| Title: | Why bad projects are so hard to kill |
| Journal: | Harvard Business Review
2003 : FEB, VOL. 81:2, p. 48-56 |
| Index terms: | Project management Organizational behaviour Case studies USA |
| Language: | eng |
| Abstract: | No one comes to work saying, "I'm going to pursue a project that will waste my company millions of dollars." Quite the opposite. They come to work full of excitement about a project they believe in. And that, surprisingly, can be the root of the trouble, a belief in the inevitability of a project's ultimate success. This phenomenon is documented here in two chillingly detailed case studies, one involving Essilor, the world's largest maker of corrective lenses for eyeglasses, and the other involving Lafarge, the largest producer of building materials. |
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