Accenture’s Post

A great read and blueprint for success applicable to so many aspects in today's ever more complex and changing global environment

With nearly two-thirds of organizations failing to meet their capital project commitments, the industry is in urgent need of reinvention. Success starts with adopting the strategies and practices of top performers. Accenture surveyed 700 leaders responsible for large-scale infrastructure and capital projects around the world. Rare in its scope and insights, this research informs four action areas that set the best organizations apart, whereby taking advantage of the power of digital technologies, enable repeatable success. Report link: https://accntu.re/4dwChnd Accenture Accenture Portugal

If you’ve worked on large capital projects, you know that the challenge is rarely access to capital; it is how effectively that capital is deployed. In today’s environment, investment is becoming more selective. That puts greater weight on early decisions around scope, cost, schedule, and risk. These are the decisions that tend to shape how a project performs later. Our latest article looks at why capital discipline is becoming a competitive advantage and how experienced, real-world insight can help strengthen decision-making in complex project environments. At Global Edge Advisory Group (GEAG), our advisors bring practical experience from complex capital projects, supporting teams in evaluating decisions with a clearer view of how they may perform in execution. Read the full article: https://bit.ly/4wsIat6 Learn more about our advisory capabilities at www.globaledgeadvisory.com.

The primary purpose of a corporation is to allocate capital efficiently in the interest of its owners. Most are not doing this. McKinsey: only 20% of companies consistently create shareholder value. Bain: 70% of corporate transformations fail to deliver expected returns. BCG: only 1 in 10 companies beats the market on total shareholder return. These statistics come from large, capital-intensive companies with ERP systems, mature finance teams, and board-level capital committees. Most companies send 75-80% of their capital to their weakest assets. The process evaluates each project in isolation, with no view of the whole portfolio. Year after year, the capital goes where the process sends it. Only when organizations fix that — one unified process, centralized data, real portfolio view — cash flow follows. On May 11-12, our CSO Erik Stawreberg is speaking at the Capital Planning and FP&A for Project & Portfolio Management Conference by Marcus Evans Group in Houston, covering why this gap is so common — and what organizations that break this pattern actually do differently. #CapexStrategy #CAPEXManagement #CapitalPlanning #FPA #ProjectPortfolioManagement #MarcusEvans

The scale of information on capital projects is easy to underestimate. Even smaller packages of work can generate thousands of records and a constant flow of communication across the project lifecycle. Firms are looking for a more connected way to manage information across the lifecycle. This conversation brings those changing expectations into focus and highlights where many organizations can begin to rethink their approach. Worth a watch: https://lnkd.in/gRJ5pH_H

The scale of information on capital projects is easy to underestimate. Even smaller packages of work can generate thousands of records and a constant flow of communication across the project lifecycle. Firms are looking for a more connected way to manage information across the lifecycle. This conversation brings those changing expectations into focus and highlights where many organizations can begin to rethink their approach. Worth a watch: https://lnkd.in/gaTuxVzr

Capital projects across the UK, North America, and Asia use different governance language— but face the same structural challenge: fragmented visibility across cost, design, and delivery. Where visibility breaks, cost certainty weakens. Where visibility breaks, cost certainty weakens. Independent advisory strengthens decision visibility before misalignment becomes embedded in cost. #CapitalProjects #CapitalInvestment #ProjectAdvisory #ConstructionRiskManagement #ConstructionGovernance

Executive Portfolio Governance in the GCC: From Project Delivery to Strategy Execution GCC organizations are at the forefront of managing some of the world’s largest transformation portfolios across sectors such as infrastructure, banking, energy, real estate, and digital modernization. Traditional project management offices (PMOs) that focus solely on reporting and project tracking are proving inadequate for the scale and complexity of today's initiatives. Executive Portfolio Governance empowers organizations to align investments with strategic objectives, optimize enterprise-wide prioritization, enhance financial oversight, and equip leadership with real-time decision intelligence. The transition from operational PMOs to strategy-led enterprise PMOs (EPMOs) is emerging as a significant trend across the region. Leading enterprises in the GCC are now integrating portfolio governance with capital planning, ERP platforms, data analytics, and AI-driven insights to enhance transformation outcomes and maximize business value. The emphasis has shifted from merely delivering projects to ensuring that investments yield measurable strategic impact. Organizations that effectively connect strategy, governance, execution, and value realization will shape the future of transformation leadership in the GCC over the next decade. #EPMO #GCC #Strategy #Execution #Value

Capital projects are only getting bigger, riskier and more complex. A closer look at what separates top performers from the rest reveals the factors that enable organizations to consistently deliver projects on time and on budget. The findings show it’s not just about better plans — it’s about better capabilities. Read the full report: https://accntu.re/3QDPQEW

Complex projects rarely follow a perfect path. They evolve, shift, and introduce challenges that often require practical judgment shaped by experience. At Global Edge Advisory Group, our advisors bring first-hand exposure to complex capital projects across industries. That experience helps support more practical planning, stronger decision-making, and a clearer understanding of execution realities. Because in complex environments, experience is not just valuable. It is operationally important. Connect with our advisors at www.globaledgeadvisory.com.