The Impact of Continuous Organizational Development on PMs

Kevin Coleman is a highly skilled senior level project and program manager/advisor with experience leading projects with labor budgets ranging from a few hundred thousand dollars to multi-million dollar budgets across multiple industries.

The continuously changing nature of the business world has resulted in increased pressure on organizations to continuously develop. Previously, our approach to the changing nature of business has been initiative driven—a series of starts and stops. That is rapidly becoming an outdated model.

Stop and think about the likelihood that the estimated $40 trillion of emerging technology in the next few years will impact your business model. Could some part of that technology—or the issues and opportunities that will accompany the development of that massive amount of new technology—make your business model obsolete?

Clearly, the changes that will accompany this period of rapid technological advancement requires organizations to rapidly adapt—and that demands continuous development of the organization.

After watching the evolution of business and technology for over 25 years, it is clear the No. 1 lesson learned is that continuous organizational development is a fundamental requirement of an organization of any size if it is to remain competitive and relevant. Globalization, new technologies and business models are just a few of the many factors that have increased the demand for organizations to continuously develop and learn from their past.

If organizations are not continuously developing and learning, they will be quickly pushed aside by their …

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"I must say that I find television very educational. The minute somebody turns it on, I go to the library and read a book."

- Groucho Marx

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