Analysis Of EURAPCO

examining this matrix, we can conclude that EURAPCO’s strongest part is in existing Knowledge Exchange practice, International connections and large business Partners network. At the same time some joint business initiatives are already in place, which moves EURAPCO towards its goals of “embraced collaboration and growth”. A strong management team supports the implementation of the new Strategy and keeps capitalisation of EURAPCO operations as a mid-term priority.
However, despite the mentioned EURAPCO Strengths, EURAPCO has its weaknesses, reflected in the still low level of Business Exchange operations and not active implementation of the Strategic Themes. Current Activity Portfolio is composed of Groups and Themes that are running in parallel,
EURAPCO has eleven Strategic Themes, eleven Exchange Groups and only three Business Groups, which are the most impactful sources of financial gains brought by Partner cooperation. At the same time, almost each of the mentioned Strategic Initiatives (meaning Strategic Themes, Exchange Groups and Business Groups) is further divided into Subgroups, Sub-activities or Desks, which shrinks overall portfolio size and makes it difficult to manage. On top of this, a clear overlap exists between some of the Companies’ activities. For example, Procurement initiatives are included into Procurement Strategic Theme, ICT Knowledge Exchange Group and covered by the scope of Procurement Group. Such overlap in combination with a large portfolio size may elicit confusion from the Governance point of view and may negatively influence delivery of expected
Large size of current EURAPCO Activity Portfolio. EURAPCO management and Project managers are busy with 11 Strategic Themes, 11 Exchange Groups and 4 Business groups at the same time. All the initiatives are required significant time investments from the side of EURAPCO Project managers. Although Strategic Themes are defined as priority-one activities in the Company, EURAPCO Project managers are spending on Strategic Themes not more than one-third of their working time.
3. Absence of clear Strategic Themes implementation Roadmap. Strategic Plan 2015-2018 “Exponential times” gives a general overview of EURAPCO Strategic Priorities (accelerate cooperation, helps partners to execute their strategies “faster, better, more cost efficient and provide the growth”) and introduces the new concept of “Strategic Themes”, provides a definition of Strategic Themes, but fails to outline the leading role of new Strategic Themes in EURAPCO Activity planning and Execution over existing Business and Exchange Groups and does not explain how to implement Strategic Themes on