HBR On Leadership: Why Most Projects Fail—and How to Achieve Better Outcomes

Date: February 18, 2026
Host: Alison Beard (Harvard Business Review)
Guest: Antonio Nieto Rodriguez (Former Chairman, Project Management Institute & Author, HBR Project Management Handbook)

Episode Overview

This episode explores why such a high percentage of organizational projects fail, despite their increasing importance in today's "project economy." Alison Beard interviews Antonio Nieto Rodriguez, a leading project management expert, to discuss the root causes behind failed projects and practical strategies for leaders to help reverse this trend. The conversation highlights the shifting landscape from operational efficiency to project-driven change, the need for focused executive involvement, and actionable best practices for creating successful project cultures.

Key Discussion Points and Insights

1. Defining Project Management for Today's World

[02:50–03:54]

• Common Misconception: Project management is often seen as highly technical and separate from executive work.
• Antonio’s Definition: "Anything that has to deal with change, that's a project." (03:21)
• Key Insight: Project work is the means through which organizations adapt, innovate, and transform.

2. The Evolution from Operations to the Project Economy

[03:54–05:40]

• Historical Context: The emphasis has shifted from operational efficiency (doing things cheaper, faster, at scale in hierarchies) to navigating rapid change and innovation through projects.
• Macro Trends: Project-based work is accelerating due to world events (pandemics, financial crises) and technological automation.
• Quote: “The world will never see as many projects as what we're going to see in the next decade.” – Antonio, (04:22)
• Implication: Organizations must become skilled at managing constant change by mastering project work.

3. Why Projects Fail

[07:41–11:18] Antonio identifies three major causes:

1. Lack of Effective Sponsorship

   • Executives don't realize that dedicated sponsorship is crucial.
   • “If this is the future of your business, I don't understand why senior leaders don't dedicate so much time.” (08:23)

2. Mismatched Methods and Outdated Approaches

   • Applying old project management methods to new types of work (e.g., using Agile everywhere or sticking to rigid processes) leads to failure.

3. Project Managers Not Owning Outcomes

   • Focus has been on process, budget, and timelines — not on delivering lasting value.
   • “We’ve missed to focus on the outcomes… what matters actually even more is delivering the benefits, whatever they are, and faster, please.” (10:52)

4. Balancing Operations and Project Work

[11:18–13:25]

• Challenge: Integrating fast-paced project work with established operational structures.
• Best Practice: Identify the top 3–5 strategic projects, extract them from daily operations, and staff them with dedicated, independent teams (no dual responsibilities).
• Quote: “They should have a different structure, they should have a different culture. Put them aside, put them like independent entities and of course [with] strong sponsorship executives.” (12:35)

5. Prioritization, Focus, and Resourcing

[15:16–16:38]

• Issue: Many organizations have more projects than people, leading to exhaustion and poor outcomes.
• Key Skill for Leaders: “Focus and prioritization, knowing what is the big bet.” (15:46)
• Insight: Clarity and tough decision-making from executives are essential to avoid overwhelming teams.

6. Building Effective Project Teams: The Power of Volunteers

[16:42–18:55]

• Engagement Formula: Volunteers are the most engaged project participants.
• Antonio’s Test: “If nobody wants to volunteer in the project, that project is terrible. Don't start it.” (17:19)
• Engagement Drivers: Projects with a compelling purpose attract high energy and commitment, more than those driven just by ROI.
• Quote: “Purpose engages people. When you have volunteers, they will dream about your project.” (18:09)

7. The Project Economy & The End of Job Descriptions

[19:49–21:46]

• Trend: Organizations are ditching rigid job descriptions in favor of project-based roles.
• Desired Talent: “End-to-end players” who can ideate, develop, implement, and run projects — not just fit into a box.
• Quote: “People don't work in boxes anymore and job descriptions are not needed anymore. It's a thing from that world driven by efficiency.” (20:41)

8. Lessons for Project Managers (and Everyone Else)

[21:46–25:06]

• Proactive Stakeholder Engagement: Project managers should not passively wait for executive sponsorship; they should seek it out and coach sponsors as needed.
• Broader Communication: Stop talking about technicalities—focus on value creation and outcomes to get stakeholder buy-in.
• Quote: “Tell your partner what you do without mentioning the words projects and project management… and then they start talking about the value they bring. And that's what people want to hear.” (24:06)
• Leadership Lesson: For project professionals: move up the value chain and have strategic conversations to shape priorities and drive results.

Notable Quotes & Memorable Moments

• On Executive Engagement:
  “It's not about how many projects you sponsor. That has been the kind of—I sponsor 20 projects, I'm the most important person in this company. Well, no, it's about less is more.” – Antonio Nieto Rodriguez, [08:10]

• On Project Team Engagement:
  “If nobody wants to volunteer in the project, that project is terrible. Don’t start it.” – Antonio Nieto Rodriguez, [17:19]

• On Project Manager Mindset:
  “We’ve missed to focus on the outcomes, we've missed to focus on the benefits, we've missed to take accountability of the results… What matters actually even more is delivering the benefits, whatever they are, and faster, please.” – Antonio Nieto Rodriguez, [10:41]

• On The End of Job Descriptions:
  “Job descriptions are not needed anymore. It's a thing from that world driven by efficiency.” – Antonio Nieto Rodriguez, [20:40]

Timestamps for Important Segments

• 02:50 – Antonio’s definition of projects and project work
• 03:54 – The historical shift from operation-based to project-based organizations
• 07:41 – Top reasons most projects fail
• 11:18 – Balancing operations and change: a structural and cultural challenge
• 13:46 – Realities of resourcing strategic projects
• 15:40 – The challenge of prioritization in organizations with too many projects
• 16:42 – Why and how to use volunteers in critical projects
• 19:49 – How the “project economy” is replacing traditional job descriptions
• 21:46 – Lessons for project managers about proactive leadership and communication

Takeaways for Leaders and Managers

• Shift perspective: See project management as central to adapting and thriving, not as a technical sideline.
• Dedicate leadership attention: Executive sponsorship must be intentional and robust for project success.
• Prioritize ruthlessly: Fewer, more important projects with dedicated teams yield better outcomes than scattershot efforts.
• Build project teams around intrinsic motivation and purpose, not just allocation or assignment.
• Embrace the project economy: Develop and value talent that can create, execute, and own the lifecycle of transformation efforts.
• Project managers should elevate their role—focusing on outcomes, stakeholder engagement, and value creation.