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Project with No Direction: Scenario:

Problem Statement / Requirements:

A major national insurer decided to evolve new business development  practices. The project to implement this idea started in 2000 and was  led by a succession of key senior vice presidents (VPs) as part of their  executive growth. Twelve years later, the organization had still not  finished with its stated purpose due to changing requirements, new  ideas, a succession of leaders, and executive ambivalence. This effort  had all the appearance of a major strategic initiative—three hundred  people, a "war room" with a great storyboard, and lots of spokespersons.  Key staff members were quick to extol the great progress made. However,  when the new CEO asked, "Why are we doing this?" there was no coherent  answer.
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