Implementing Disruptive Technology: A Giant Problem
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 onset of disruption caused by new and emerging technology is a challenging problem that has only just begun. By nearly all accounts, it is not likely to end anytime soon. It is clearly beyond the “tech radar” that many analysts use (and will continue to use and refine).
That being said, disruptive change has begun. The pandemic has impacted nearly every organization, causing them to modify their near-term focus. As the pandemic conditions appear to be improving, many of these organizations are beginning to get back to business and accelerating their strategic focus—and entering multi-state transformational programs. Some feel these programs are needed to catch up, while others think they are necessary to survive.
While global events might cause this technology revolution to slow down a bit, it is here to stay for a number of years—and by some accounts will increase by double-digit percentages in the next few years.
Whether you want to acknowledge it or not, you are going to be impacted by this. There is increased pressure from the very top of organizations to perform in this new setting. As a project manager, we are continuously looking to update our skills for this very reason. Deloitte’s 2021 Directors’ alert: A new era of board stewardship begins reinforces the new skill requirements that are likely necessary for PMs.
That …
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Eighty percent of success is showing up. - Woody Allen |
