The Pigman Principle: Why Rational Leaders Make Irrational Decisions
In a perfect world, there are unlimited funds, resources, and time available to properly execute and deliver the desired results that our projects and change initiatives are intended to achieve. In this perfect world, every good idea with a valid business case is approved, appropriately prioritized, and scheduled to deliver the optimal balance of tangible return on our investments.
We do not live in a perfect world, however, and as project leaders, our projects are constantly being challenged, as we fight for the limited capital, resource availability, and the time required to effectively manage and deliver change within our organizations. Successfully navigating this landscape of ever-changing priorities, risks, and issues is where we look for guidance and key decisions from our leaders and project sponsors.
This is why, in study after study conducted by Prosci, the world leader in research and content creation in the field of change management, and published in their Best Practices in Change Management Benchmarking Report, the number one greatest contributor to project success is active and visible executive sponsorship. As a corollary, the top obstacle to overall success is ineffective change sponsorship from senior leaders. In order to increase the probability of success of our projects, we need access and active participation from key leaders at the right
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