By Cyndee Miller
Buckle up: The new world of transient advantage is upon us, according to symposium keynoter Rita McGrath, PhD. The days when a company could sit back on the glory of a competitive edge they’d diligently honed? Done.
“If the world around you is changing quickly, you can’t be the kind of leader who says, ‘This is our goal and we’re going to follow it relentlessly,’” she said.
Leaders high on their own success — and too attached to a goal — are laying the seeds of their organization’s demise. This is the time for “healthy disengagement,” the ability to shut a project down when it no longer makes sense and reallocate resources in a better direction when the project landscape shifts — as it inevitably will.
“We have to get away from thinking about stability as the normal thing and change as the weird thing,” she said.
The ultra-fast pace of change can make it hard to see a clear direction forward. But smart leaders know they must build project portfolios that cover more than just business as usual. They craft opportunities for future growth when the path forward becomes less foggy.
“You want to create options for yourself to make more substantial investments when you know more,” Dr. McGrath.
PMOs have a role to play in this whole transient advantage adventure. They’re like the sherpas guiding organizations up the mountain. They know the landscape of budgets and power, and how to implement the right kinds of change at the right time.
Are you and your PMO ready for the era of the transient advantage?