Forward-focused. Far-reaching. Fearless. This year’s 
Guessing is not a strategy: How to build decision velocity with AI and real-time data
June 10, 2026 | Live Webinar
Bridging the Talent Gap
Categories:
Human Resources
Categories: Human Resources
| The PMI Talent Gap report offers insight into a decade’s worth of project management-oriented employment trends, costs and global implications. In order to better understand talent and employment trends in the world of project management, PMI has completed its latest assessment of the “projectized” industries that leverage these skills. Using data from selected regions, the PMI Talent Gap report offers a birds-eye view on the skills that are most in demand, as well as the scope of the talent shortage. PMI’s research points to a persistent gap between the global demand for project management skills and the availability of talent. For job-seeking project professionals, this information translates into a wide array of new job opportunities in PMOE. For organizations that rely on project leaders and changemakers, the talent shortage is a considerable risk. For instance, by 2030 this talent gap is likely to impact every region, resulting in a potential loss of up to US$345.5 billion in global GDP. Here is a snapshot of the top three reasons for the talent gap, as revealed by PMI’s research and detailed in the report:
Learn how upskilling the workforce and empowering a new generation of talent with the necessary project management skills will be critical in narrowing the talent gap. Understand how to put key takeaways from this insightful PMI Talent Gap report to work for your organization. |
Locking in Learning from Remote Work
| Organizations are facing the challenge of what work should look like now that restrictions from Covid-19 are beginning to lift. Cali Williams Yost is the founder and CEO of Flex + Strategy Group, a firm that helps organizations unlock performance and engagement by reimagining how, when, and where work gets done. During a recent episode of the Center Stage podcast, Yost shared insights with PMI CCO Joe Cahill on how organizations can lock in the benefits of what they learned about flexible work strategies during COVID-19. Cahill: Polls show that more than half workers want to keep working from home after the pandemic. Are employers ready and willing to embrace this much of a shift away from the office culture of the past? Yost: The flexible work ship has sailed. The argument that it can’t be done is not going to hold. But people also want to go back and be with the people they work with. Most are going to want a hybrid remote/on-site reality. The real goal is to now look at a holistic, strategic approach around rethinking work. There is an awareness that it’s not going to go back. So how do you make it happen? Cahill: What are forward-thinking organizations doing right now to plan this future of work? Yost: They’re really stepping back and they’re trying to understand how work has been transformed by the pandemic. They are taking the time to say, what have we learned that we’re going to keep? How can we then add that back into the things about the way we worked before that still are important? Then from that baseline learning, they are now saying, how do we have to redesign our workspaces? How do we have to re-align the ecosystem of our enterprise around this new way of working? Does our performance management system support the competencies that people need? How are we going to attract and retain our talent? Cahill: We see a lot of potential for new projects to design this new reality. What will some of these projects look like? Yost: One size is not going to fit all. So, different organizations are going to approach this redesign based on what they do and their business and what the needs are. But in terms of the approach, it should be cross functional. You want to have HR working with facilities, working with technology, working with leadership from the business, so that they are able to be involved in terms of determining how, when and where work is done best within their particular businesses and what that innovation can look like. And you want to make sure that you are cascading and pulling in the input of your employees into that decision-making process. Listen to the full podcast on Center Stage. |
Get Inspired By This Year’s Future 50
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To select this year’s Future 50, PMI reached out to hundreds of experts and stakeholders across the globe for nominations. Among the impressive young leaders forging hope in a post-COVID world:
The Future 50 project leaders celebrated this year are dedicated to making the world a better place, turning ideas into reality with tangible benefits. These creative, bold—and young—individuals embody the skills and attitudes needed to succeed in The Project Economy. Get inspired and read about all of the 2021 Future 50 Rising Leaders here. |
Rethinking Leadership, Reshaping How We Work
Categories:
Leadership
Categories: Leadership
| As we emerge from the fog of pandemic, a vastly different work terrain is coming into focus. In a new remote work reality, how has the challenge of managing change, well, changed? What does distance leadership look like? How can project managers help their teams and organizations navigate these transformative times? Take a look at how 54 thought leaders are answering these questions, and others, by perusing PMI’s recently published The New Leadership Dyamics, which offers insights and ideas, curated from an array of PMI events or platforms. Together, they show how project leaders can move forward and thrive in a still uncertain future. Following are several excerpts from this thought-provoking compilation: On testing the limits: “Our definition of resilience was risk versus preparedness. What we found was that the risks were changing on a daily basis. We found that the traditional linear model of risk assessments and then mitigating actions and things wasn’t working anymore. Our clients sometimes have very little time to make very important decisions.” — Caroline Das-Monfrais, chief strategy officer, EMEA, at FTI Consulting On leaving your comfort zone: “You can think about a crisis as an unfreezing—an opportunity to reshape things, to create new language, new institutions and new ways of doing things.” — Martin Reeves, chairman, Boston Consulting Group Henderson Institute On defining your reality: “The first role for every leader is to define reality. And once you define reality, then you can come up with strategies on how you want to move your team forward or to execute the project. Right now, COVID-19 is our reality. It is a storm before us. And it calls for a leader who is decisive, highly adaptive and who’s ready to learn.” — Billy Samuel Mwape, PMP, assistant information and communications technology manager at Development Bank of Zambia and TED@PMI speaker On purpose-driven leadership “The role of the project manager— or in my language, the facilitator—is to help create a psychological connective tissue. The biggest mistake we make in any type of gathering is we assume the purpose is obvious. Always start by stating the purpose of a meeting. And then connect people to the purpose—and to each other.” — Priya Parker, author and host of Together Apart Read more great insights from trailblazers and innovators in The New Leadership Dynamics here.
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Aptera Goes Far With Solar
Categories:
Innovation
Categories: Innovation
| In another recent indication that the auto industry is being swept by major transformations, Ford has announced that it will convert all of its passenger vehicles in Europe to electric power by 2030. News like this bodes well for not only the environment, but also for innovative electric vehicle (EV) manufacturers such as Aptera. Startups are built on bright ideas, a concept that rings especially true for Aptera, which powers its EVs by harnessing the sun’s power. Leveraging solar panels installed on its exterior, these innovative cars cut down on charging time while offering a greater driving range. Needless to say, this stellar combination of less time plugged in to a battery and more time on the road is highly attractive to EV drivers. However, while the sun’s rays drive Aptera’s vision for a better, greener vehicle, solar power is just the start. For example, the vehicle is constructed from just four parts and features three wheels. As a result, many federal automotive standards don’t apply, thanks to the three-wheel configuration. In addition, the car’s front end is shaped more like an airplane than a traditional automobile, a clue to its aerodynamic design. To date, demand has been high. Within a week of its debut, Aptera had already received more than 3,000 orders for the vehicle. Currently, Aptera is gearing up to start deliveries of its EV in 2021. To keep up with expected demand, the company will ramp up production at its new factory in San Diego, California, USA. Plus, there are two more development projects in the works. You can read more about this breakthrough Project of the Week here. Learn how Aptera has navigated the road to secure funding, and where the company is heading in the future.
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