In Nairobi’s Upperhill, a project consultant wraps up the software execution segment of their presentation for Old Oak Bank, only to notice the board’s attention waning.
Sensing the disconnect, they pause and invite comments. A board member speaks up: "It sounds like a great plan, but we’ve always done it this way."
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.
However, this dynamic 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, the two 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, much like organisational culture, is a powerful force. While it exists within the broader company ecosystem, projects often develop their own micro-cultures, shaped by their unique goals, teams, and challenges.
By intentionally cultivating a positive project culture, leaders can create high-performing teams—what we might call a "project tribe."
This tribe thrives when governance structures support rather than stifle collaboration, decision-making is streamlined, and communication flows freely. In such an environment, mistakes become learning opportunities, risks are managed proactively, and project members are united by a shared vision.
Of course, establishing and maintaining a positive project culture is not without its challenges. Organisations 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 organisational 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.
For organisations struggling to change, it's important to remember that the essence of project management is evolution.
Projects are not just vehicles for delivering results; they are opportunities for refining methods, strengthening teams, and learning from experience.
In such environments, project managers are not just enforcers of rules but facilitators of growth, ensuring that governance structures are designed to enhance success.
Have an organisational culture or project governance issue? Reach out to Susan on [email protected]
