Aligning Project Management & Culture

In Nairobi’s Upperhill, a project consultant's presentation to Old Oak Bank's board hits a snag. Despite outlining a seemingly flawless software execution plan, the room's energy flatlines. The culprit? A single, chilling phrase: 'We’ve always done it this way.' How can innovation break through the inertia of tradition?

This response is unsurprising. Old Oak Bank is a 40-year-old institution that operates within well-defined structures and procedures. While these structures provide certainty and mitigate risk, they can also foster a risk-averse culture that hinders innovation. This tension between stability and adaptability is at the heart of how governance and culture interact.

This dynamic interaction between governance and culture is not unique to legacy institutions—it plays out across all organizations, from established banks to emerging fintech startups. A young company implementing its first project may adopt a flexible, adaptive governance approach, encouraging a culture of experimentation and continuous improvement. In such cases, the question of whether governance shapes culture or vice versa becomes a classic chicken-or-egg-came-first dilemma.

Clearly, culture and governance do not operate in silos. They are deeply interconnected, influencing and reinforcing each other in ways that can make or break project success. 

Project culture: it's a standout factor that can make or break a team. Think of it as a micro-culture within the larger organization, shaped by the project's unique goals, the personalities involved, and the inevitable challenges. Leaders who understand this can intentionally cultivate a project tribe – a high-performing team united by more than just a deadline. This tribe thrives when governance empowers collaboration instead of strangling it, decisions are made swiftly, and communication ebbs and flows. In this environment, mistakes aren't failures, they're lessons. Risks are tackled head-on, not buried. And everyone, from the newest recruit to the seasoned veteran, is driven by a shared vision.

Of course, establishing and maintaining a positive project culture is not without its challenges. Organizations frequently grapple with change fatigue, competing priorities, and the pressures of meeting project deadlines. But, acknowledging that a project will develop its own culture—whether intentionally or by default—is the first step in shaping it for success. Leaders who proactively define the values, behaviors, and expectations that will drive a project’s success can create a culture that enhances performance rather than detracts from it.

At the core of any culture—whether at the organizational or project level—are shared values. While individuals bring their own perspectives and beliefs, successful teams find common ground in a set of guiding principles. These values build trust, collaboration, and resilience, helping teams overcome challenges with confidence. Importantly, a strong project culture does not mean uniformity or blind agreement. On the contrary, healthy cultures thrive on constructive debate and diverse viewpoints, leading to stronger decision-making and more innovative solutions. 

Project governance and culture are two sides of the same coin. The best governance structures are those that align with and reinforce a culture of accountability, transparency, and agility. Likewise, a thriving project culture is one that embraces governance not as a burden but as a strategic enabler. By integrating governance and culture in a way that promotes flexibility, innovation, and ethical leadership, organizations can position themselves for lasting success in an ever-changing business landscape.

Change is hard for an institution like Old Oak Bank. But if an organization truly embraces the true spirit of project management, it's inevitable. Projects are not just about results; they are engines of evolution. They offer the chance to refine systems, strengthen teams, and learn from the experience. The best project managers are the catalysts, ensuring governance empowers, not obstructs, the path to success.

This article was first published in the Business Daily Africa.