Interview topic 4: negotiating between strategy (design ideals) and reality
The outcomes of projects are often compromises between strategic intentions (or design ideals) and practical realities. For example, an institution might aim to reduce the number of different IT systems in use. That is the strategic aim. In reality people might have real or imagined reasons to use different systems. If we undertake a project that needs to involve these people, we might need to find a compromise between the strategic aim and the practical reality.
Can you think of cases where your projects have encountered a conflict between strategic aims and practical reality? What was the result? What were the negative and positive effects? How does this work out over time? How does the strategy, its detail or its significance, get altered? What methods do you use to negotiate between strategy and practice?