Managing Entropy and Increasing ROI in Post-Merger and Acquisition Organizations

Amir Nasiri is a Project Management Professional (PMP)® certification holder and a proud PMI member. He is also a Certified Scrum Master from Scrum Alliance and is a proud Scrum Alliance Member. Mr. Nasiri has been practicing project management for the past 15 years. He has created a PMO, coached and trained other project managers, established governance and best practices, and has been the author of several articles promoting the project management and scrum communities.

Abstract
How can one create a process, implement a process, and, at the same time, be profitable? Organizations often struggle with understanding how a process works and working to implement processes without introducing entropy (disorder). Most of the time, leadership creates confusing and convoluted processes without realizing the impacts they have on the overall organization. In an organization where the majority of revenue comes from its customers and the services provided, the process must be tailored toward a customer-centric objective.

Yes, process is good as long is it meshes within the organizational culture, vision, and mission. If the core competencies of the organization are its people, then the organization must understand how to tailor processes to make sure it can support its people. However, the argument is then that people must also support the vision and mission of the organization. Can the core competencies of an organization be its customers? That is when processes can’t help. Then it becomes an art. Therefore, you need strategic and strong leadership to make that happen.

In order to accomplish this, the teams selected must fit the customer and the right team must be matched with the right customer. This is the responsibility of management.

Project managers are always caught in the middle of this kind of decision making, and most of the time …

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"Judge a man by his questions rather than his answers."

- Voltaire

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