Abstract
Goal: Raise in the literature of project and process management the critical success factors needed to implement a competitive strategy aiming to rank them and to recommend guidelines for a successful competitive strategy implementation.
 Design / Methodology / Approach: In order to reach the desired objectives, a research was carried out in the literature, enabling the creation of the questionnaire applied as a data collection instrument and the use of relative frequency analysis and measure of central tendency, mode, as the statistical treatments.
 Results: All the 42 requirements raised in the literature were considered as critical success factors for competitive strategy implementation and the analysis of the professionals' answers made it possible to include a further 12 critical success factors.
 Limitations of the investigation: The size of the sample, which was conditioned to the number of respondents of the questionnaire distributed by electronic means. And because the size of the population is unknown it is not possible to realize generalizations.
 Practical implications: A recommendation for companies was prepared through four priority actions in the competitive strategy implementation. The research concluded that beyond the pillar’s strategy, processes and projects, people, in the figure of client or employees, need to be included as one of the bases for competitive advantage.
 Originality / Value: The scheme ranking the requirements relevance for competitive strategy implementation is a way to support companies to promote actions to adapt the corporate environment so that all of productive links are aligned with the strategic objectives.
Highlights
Competitiveness is increasingly present in companies, generating the need to assertively decide which strategy should be used in order to stay ahead of competitors
In order to achieve the objectives of the study, the research used a questionnaire based on the theories involved in competitive strategy, project management and process management
The survey was applied electronically from July 4th, 2018 to August 4th, 2018 in LinkedIn groups in synergy with the study topic, and it was sent to a base of four hundred experts in projects and processes and resulted in 71 responses with the desired profile, that is, professionals with at least five years of experience in the fields related to process management or project management
Summary
Competitiveness is increasingly present in companies, generating the need to assertively decide which strategy should be used in order to stay ahead of competitors. This fact requires that strategic management, through leadership, make decisions guided by the factors that influence business, coherently balancing competitiveness, growth and interest of those involved with the organization (Zollo et al, 2017). Regardless of the percentage of failure, the fact is that implementing a competitive strategy is a challenge for organizations Scenarios such as market changes, effective responses of the competition to strategy, insufficient resources, communication inefficiency, poor understanding and engagement of stakeholders, lack of focus, poorly designed business models and late application of timely and different contributions corroborate this difficulty in implementing the strategy (Sterling, 2003). In the Brazilian scenario, Anholon et al (2017) highlight the low active participation of the leadership in the process of ensuring that the strategy unfolds into actions
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