Churchill: The Agile PM (Part 2)
Most people are very familiar with Winston Churchill, but may not be familiar with his approach to project management and his management skills as a PM. Part 1 of this series introduced the overall series and how Churchill acquired a project from hell, a project that no one wanted. This article looks at the background to the project, the events that led to it and how intransigence allowed problems to fester and get worse. It asks the question: At what point do you say enough is enough and start to take action? It also starts to look at what differentiated Churchill to his colleagues and opponents.
In the 1930s, "The War to End All Wars" was a widely held view of World War I in the United Kingdom--it was still fresh, and 80 percent of the population had lived through it. With the British economy still recovering from the depression, popular support for another war was very limited. The horror of war was reflected to the public through movies like All Quiet on the Western Front. In the United States, a view prevailed that it had been a mistake to get involved in the First World War, and all attempts were made to stay isolated.
In Germany, the rise of the Nazis grew from the extremes of a financial crisis, depression and a country held ransom to the Treaty of Versailles. In 1933, Hitler and the Nazis ascended to power and began a steady claw back of Germany's position to
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