By Peter Tarhanidis, M.B.A, Ph.D.
Many organizations are shifting their traditional operating models to include new innovative collaborations and social networks to sustain economic growth. These new operating models, however, challenge the future of leadership.
Most operating models used today were designed in the industrial age. In these models, the division of labor is by specialization, which is hierarchical in nature. This approach has been analyzed and debated by philosophers including Plato and economists such as Adam Smith, whose analysis is incorporated in current organizational designs defining a company’s value chain. The advantage of this approach is that it drives increases in productivity and efficiency by allocating teams by their skillset.
Yet companies are boxed in today. They have become efficient and productive, but are at a disadvantage in sustaining innovation.
Companies are challenged to design and integrate innovative operating models to continue to drive economic growth. Some ways companies are leveraging new operating models to drive innovation include creating internal groups to access and fund startups and sharing resources with external research centers to drive external collaborations that drive new product pipelines.
These innovative operating models challenge leaders to work collaboratively across value chains and external business partners. To meet that challenge, there must be a shift in a leader and team skill sets.
The organizational design shifts from a division of labor and specialization to one that taps into knowledge workers and social networks. This shift—to forge new innovations and operating models—challenges leaders to define new behaviors, styles, skills and professional networks to sustain economic growth.
Project leaders and their teams have been at the forefront of working across these emerging models, navigating both internally as productivity experts, externally as innovation collaborators, and professionally to develop social networks to foster and sustain economic growth.
One’s future as a leader comes down to navigating your development against these current organizational trends. One approach I find helpful is to define personal 360-degree feedbacks. Start with three simple questions to determine where you need to develop and build from, such as:
Having used this personal approach, I learned the following three themes to form my development opportunities:
One must then consider what actions they should commit to developing — whether it is leadership behaviors and styles, business relationships or knowledge — to lead today’s organizations and sustain economic growth and relevance.
by Ramiro Rodrigues
Project managers: Are you sometimes looking to make plans faster but without being superficial and therefore riskier to the project?
Developed in the 1980s, design thinking is a structured mental model that seeks the identification of innovative solutions to complex problems. Although the concept has existed for decades, it’s only made its presence known in the corporate environment over the last 10 years.
Swiss business theorist and author Alexander Osterwalder similarly sought to accelerate collaborative reasoning when he introduced the Business Model Canvas. Canvas helps organizations map, discuss, rework and innovate their business model in one image.
But a series of proposals for the use of the Business Model Canvas for various purposes outside of business models has also appeared — including innovation, corporate education, product development, marketing and more.
For project professionals looking at alternatives to developing quicker and more collaborative planning, Canvas may sound like a great option. Of all the proposals that come up for the use of Canvas in a project environment, integrating stakeholders may be the best. Canvas brings stakeholders into the process and will help to minimize resistance and increase collaboration, resulting in a better proposal for planning problems and making the project more aligned to the interests of organizations.
But while the arguments put forward for Canvas all seem positive, there is still a dilemma: Can Canvas fully replace the overall project plan and the planning process? Is it possible to do without a schedule of activities, a detailed cash flow, a matrix of analyzed risks — just to limit ourselves to a few examples?
That is probably too extreme.
The general sense is that the integration of Canvas with specific planning — such as the cost plan and the risk plan — is the most productive and generates the best results.
It may be worth asking your project management office for their thoughts.
Have you ever used a Canvas for your project planning efforts? If so, what tips can you share?
By Dave Wakeman
Project managers have an essential—but sometimes thankless—job. They stand at the intersection of complex projects filled with countless stakeholders that don’t always see eye to eye.
This can lead to a great deal of frustration—but great communication skills can make the job easier.
A few weeks ago, I wrote about being a better listener. But over the last few weeks, I’ve come around to an even better goal for all of us: making things as simple as possible, even when the answer is complex.
Great communicators make the complex simple—and for project managers that can be the difference between success and failure.
The good news: With practice, we can all get better. Here are three ideas for turning the complex into something much simpler.
Focus on logical steps: When you’re working on a complex project, it can be easy to focus only on the finish line while all of the steps in between become weights hanging around your neck. This can lead to decision fatigue or analysis paralysis.
But, if you can train yourself to think about the project and how to simplify it for your teams, you can usually look to your milestones and see how the project might breakdown into micro-projects.
Within each micro-project there are likely a number of logical steps. Your job as a project manager is to make sure that your team sees those steps so that they can take action on them ASAP.
Thus, you’ve removed the roadblock of prioritization and simplified implementation.
Emphasize clear communication: Many of us communicate unintentionally. We don’t think about how we are saying things or that each audience might have a different understanding of our common language.
I tell my clients that it often helps to communicate like you are talking with a novice. That may be extreme, but you have to make sure that your communication is getting across clearly.
Over the years that I have been writing for PMI, I’ve written almost exclusively about the importance of soft skills. Communication is probably the most essential of these soft skills. And the most important rule of communication is that if someone doesn’t understand what you have instructed them to do or what you have shared with them, it’s your fault, not theirs.
To simplify your projects, I want you to think about how you can make communication clear to someone who may not be as deeply entrenched in the acronyms and jargon as you are.
And, if you aren’t sure that you are being clear, you can always ask: “Did that make sense, or did I make it sound like a foreign language?”
Always work to improve your processes: Logical steps and communication should teach you a lot about your project and your team. Over time, this should help you and your teams develop a high level of expertise and a number of best practices.
One great thing about best practices is that they can help simplify hard projects, communication and the amount of setup that goes into any project. The down side is that if you aren’t careful about capturing those best practices over time and working to spread these ideas across your organizations and teams, they become useless.
After all, without implementation, you have nothing but more knowledge. And knowledge without action is just noise.
As a leader, you must work to continuously improve the delivery processes that you and your teams use. The ultimate simplification is developed over time by improving processes, focuses and actions.
While improvement in this area isn’t necessarily a given, if you have been focusing on next logical steps and great, simple communications, it is likely that your processes will improve because the complex projects are likely to be slightly simpler.
With simplicity comes a greater awareness of what’s working and what isn’t. With that, you can be efficient. Something we should all hope to achieve.
How do you strive to simplify things for your teams?
BTW, if you like this stuff and the stuff I usually post, I do a Sunday email that talks all about value, connection, and humans. You can get that for free by sending me an email at dave @ davewakeman.com
3 Tips to Enhance Your Leadership IQ
Education and Training,
Human Aspects of PM,
Reflections on the PM Life,
Categories: Benefits Realization, Best Practices, Career Help, Change Management, Communication, Communication, Complexity, Education and Training, Ethics, Facilitation, Human Aspects of PM, Human Resources, Innovation, Innovation, Leadership, Leadership, Lessons Learned, Lessons Learned, Mentoring, Program Management, Project Delivery, Project Failure, Project Planning, Project Requirements, Reflections on the PM Life, Risk Management, Roundtable, Social Responsibility, Stakeholder, Strategy, Talent Management, Teams
By Peter Tarhanidis
The boards I serve have common opportunities and challenges revolving around promoting a brand, balancing the operating budget and growing capital. Yet, while flawless leadership is expected, in actuality it is difficult to sustain.
As I reflected on why many organizations were challenged around execution, I realized that executives must improve their leadership intelligence around three key factors to enable success:
In my experience as a mentor and leadership coach, these tips can help align decision-making, leader accountability and stakeholder engagement to the needs of the customers, and improve the overall culture of the organization. As a result, the brand will come to life.
How have you improved your leadership intelligence?
by Dave Wakeman
Back in the old days of command-and-control project management, ideas were mostly helpful at the front end of a project: during the planning phase. But as we’ve moved away from command and control into a world of specialization, ideas in projects and project management have taken on an entirely new role.
More than ever, ideas are what make the difference between success and failure.
For many project managers, however, it’s challenging to embrace and utilize new ideas and new ways of approaching problems.
Here are a few ideas on how to embrace new ideas more readily in your regular project work.
1. Understand that your team is full of experts.
Old-school project managers needed to have a high level of expertise in many areas, but today project managers’ key skill is really the ability to communicate. This means it’s likely the project manager doesn’t really know everything about every aspect of a project.
Which is actually good for embracing new ideas. Because as someone who has the key role of communicating and putting team members in the position to be successful, you have to understand that you are dealing with teams of experts. They’ll have ideas—be sure to listen to them.
2. Always focus on outcomes.
I know that the idea of focusing on the outcomes should be common sense by now. But in too many instances, project managers still focus on activities rather than outcomes.
So focus on the outcomes and allow your teams to have the flexibility to take the actions they think will lead to a positive result.
3. Find a new point of view.
Too many people become wed to one way of looking at things.
The problem with that mentality ties back to my first point: project managers can’t control every decision. We don’t have expertise on everything that is going on in our projects.
Get out of your own head and try to gain a different point of view. Think about a challenge from the viewpoint of the end user, the sponsor or the members of the team required to do the work. Thinking from another point of view will help you come up with a different set of ideas that you can bring to your project.
The old ways of doing things or a one-size-fits-all approach doesn’t work in every case any longer. The success or failure of your project is likely tied to the ability of you and your team to come up with and implement new ideas.
How do you ensure you’re noticing and taking advantage of new ideas on the projects you lead?