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Business Agility: Strategy - Part 2



What is Kamishibai ?? Yes , Kamishibai !!

Establishing Effective Success Teams Throughout the Customer Life Cycle

Business Agility: Strategy - Part 2

Categories: business agility

 Market and competition factors, innovation dynamics and technological journeys are among the agile drivers of organizations



In the previous article I presented an  overview of the  Business Agility model  according to the figure below. Formulating the Business Agility strategy is a crucial first dimension of building agility. The definition of strategy allows the organization to carry out a course of action based on a clear understanding of the performance of the “why” (logic) and the “what” to do.


When formulating the strategy, it is important to consider the agile drivers of the organization, which are: market and competition factors in the industry in which your company operates; innovation dynamics and technology journeys; network and value chain; sociopolitical norms and trends; internal organizational aspects; and change factors. These elements must be considered when directing your Business Agility strategy.

Still on strategy, when efining agile objectives, it is necessary to formulate a strategic response for each one of them, reflecting on how these elements will help in this formulation. The agile objectives are: company priorities and business objectives; requirements and level of agility needed; target scenario to be achieved; critical success factors for each of these agile goals; and action strategy to achieve them.

But the organization also needs to plan for its agile capabilities and gaps. Once identified, it is then necessary to plan and act on each gap. Capabilities can be: culture; leadership performance; active; resources; between others. At this time, the use of the company's internal network is indicated, which can bring good values ​​in the search for these capabilities.

The next text will deal with the implementation of Business Agility.

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Posted on: November 28, 2022 12:00 AM | Permalink | Comments (2)


Categories: business agility

Becoming flexible and agile to meet the demands of products and services in a globalized and highly competitive environment is a constant challenge for organizations.


In a volatile and uncertain business environment, where customer demands are dynamic, competitiveness, competition and technological innovations ended up creating a scenario that forces companies to consider their ability to respond quickly. And this may be possible with some measures, such as: digitalization of business processes – which provide for the creation of new access channels for customers –; integration with partners; internal efficiency gains and creation of new products or services; or the ability to automate business processes in an integrated, synchronized and continuous way, supporting agility within the organization.   

Given the above context, Business Agility becomes a key player in business success. This ability to relate to customers, implement the operation and use the ecosystem of partners to continuously prosper in a dynamic and unpredictable business environment occurs through this concept that is much discussed in the market, Business Agility (BA)

We can define Business Agility as the ability of an organization to perceive changes in the environment and respond to such changes effectively and efficiently. The organizational implementation of BA must be carried out taking into account three critical dimensions of success, namely: Strategy, Implementation and Performance.  

In this article I describe these critical success factors, so that the next articles will bring you in detail each of these dimensions, their main elements and the composition of each of these elements, exemplified in Figure 1.

Formulating the BA Strategy is a crucial first dimension of building agility. Defining strategy allows the organization to undertake a course of action based on a clear understanding of why (logic) and "what" to do.

When formulating the strategy, it is important to consider the organization's agile drivers , such as the market, value chain, regulatory trends and internal organizational aspects, among others. Still on strategy, when defining the Objectives , one must take into account the business objectives, the company's priorities, the scenarios to be pursued and the critical success factors for these scenarios. 

However, the organization also needs to plan its Capabilities  and organizational resource gaps and thus devise a plan to fill these gaps. In short, your strategy to succeed must be composed of Drivers, Objectives and Capabilities.

With the strategy designed, the next step is its implementation. The implementation of the BA is related to the elements associated with the practical execution of the strategy. In this step, strategic objectives become implementation practices, that is, determine the practices or initiatives needed to achieve capabilities, measure and evaluate agility performance, and make corrections based on the results.

 At this stage, the Processes that need to be reviewed, People skills , human resources, technology and Infrastructure .

The last dimension is the verification of the agility performance , which is related to the elements to identify the adequate indicators to evaluate the efficiency and effectiveness of the initiatives for the achievement of the Strategy. Once the BA has been defined and put into action, it's time to measure the results through a dashboard of relevant success metrics such as KPI, Agile Scorecard, Agile Maturity, OKR, etc. This makes it possible to check whether the resulting performance is satisfactory or not and undertake accordingly with appropriate decisions and actions.

Becoming flexible and agile to meet the demands of products and services in a globalized and highly competitive environment is a constant challenge for organizations. To deal with everyday challenges, disruptive technologies and innovation, business agility needs to be anchored in business skills and efficiency. Business Agility covers important aspects of business efficiency and provides an understanding of the effective operation of businesses where information technology plays an accelerating role. Technology, product and project management are some of the elements within this scenario, but these three isolated factors do not guarantee the effectiveness of Business Agility. 

In the next articles we will continue to describe the implementation of Business Agility, for that I will post here three more articles where we will detail each of the following topics: Agile Strategy, Implementation and Performance.

Posted on: November 20, 2022 12:00 AM | Permalink | Comments (2)


The current scenario is VUCA and BANI, customer demands are dynamic, with competitiveness and competition, increased frequency of environmental changes , social and technological innovations  create a scenario that forces companies to consider their ability to respond with agility and, as a consequence, the delivery of projects and services .  

The role of information technology allows companies to react effectively. For example, through the digitization of its business processes, which provide the creation of new access channels for its customers, integration with its partners, gains in internal efficiency and creation of new products or services  or through the ability to automate in an integrated way, synchronized and continuous your business processes supporting agility within the organization 

The  ability to relate to your customers, instrument your operation and utilize your partners' ecosystem and continuously thrive in an unpredictable business environment is done through Business Agility . 

Business Agility is defined as the ability of an organization to perceive changes in the environment and respond to these changes effectively and efficiently. 

But before that we have to think about Organizational Agility, that is, increasing the capacity to respond proactively to unexpected environmental changes

Consider thinking about this cycle to improve or implement Organizational Agility through a virtuous cycle.

  • Strategy formulation is a crucial first dimension of building agility. The definition of strategy allows the organization to carry out a course of action based on a clear understanding of the "why" action (justification) and "what" to do for.
  • The action implementation agility dimension is related to the elements associated with the practical execution of the agility strategy/plan (eg definition of team and key stakeholders, uptime and milestones, etc.).
  • The last dimension is the agility performance check, which is related to the appropriate indicators to evaluate the efficiency and effectiveness of the agility building initiative. Once the agility strategy has been defined and put into action, a third dimension of analysis and other actions are, in fact, directed towards defining and applying a dashboard of relevant success metrics.
Posted on: November 18, 2022 03:22 PM | Permalink | Comments (3)

What is Kamishibai ?? Yes , Kamishibai !!

Categories: best practice, kamishibai, lean

    Many of you may have heard about Lean which through organizational
 culture and sort of tools helps organizations in everyday life to identify
 waste and continually improve their process, but this you may already
 know ...       
   But what does Kamishibai have to do with it?  
  Or rather what is Kamishibai?         
  This tool came up at Toyota and its main objective is   to encourage company
 managers (and directors..)    to be present on the factory floor, together with other   employees to check at first hand if everything is going   as it should be. 
This technique is historically referenced   to paper theater (originated in the 
12th century in Japan   and it was used to educate children from figures drawn  
 on colored papers, aiming at the simple teaching of some history)  
 This tool makes internal auditing so simple and intuitive that anyone,   
educated or not in business practices is able to analyze whether or   not 
everything is going well; as well as in Japanese paper theater,   which aimed 
to educate children and older people on relevant topics   in the culture and 
politics of the region.      Despite the complicated name, the tool is very simple,
 and it is just   a visual board (it is not a Kanban) , where it is possible to perform   management through audit activity cards within the   manufacturing area.   
   Among the benefits I can name a few:         
- Communication - Many managers do not like to   leave their rooms to 
walk on the factory floor (are often too busy)  . In this way, they stop
 talking directly to those who know   most about the strengths and 
weaknesses of the processes,   the employees. Using kamishibai, each
 manager will have a   day, when they should take a quick tour of the
 production   environment and ask some simple questions for employees, 
  allowing them to see for themselves what needs to be   done in each sector. 
- Facilitates auditing - Simplifies and improves   the audit process so that
 it is better taken into account   and actually improves the required points
 of production.   
- Inserts values into employees - It is not intended   to identify employees
 who are making mistakes, in some   companies there is still a culture of “who 
is to blame”, the   main objective is to train employees to visualize problems  
 and how to solve them. It also requires zero tolerance to   wasteful problems 
in an environment where it is not 'who   is responsible' but 'what is the problem'.
 where the goal   is not to hide but to have a systematic identification and  
 resolution, because problems are considered opportunities   for gain.     

Resultado de imagem para kamishibai board



They no longer see factory managers as

strangers and have them as colleagues

who have a common goal, to improve

work processes and techniques.

Posted on: October 11, 2019 03:44 PM | Permalink | Comments (4)

Establishing Effective Success Teams Throughout the Customer Life Cycle

This post is aimed to provide you a preview about the cultural change behavior we have to execute to provide your Customer Success team a customer success mindset.

I started to worry about this theme about 3 years ago, and what motivated me were some factors like:

  • quality of service delivery
  • provision of the service in a reactive way
  • lack of commercial synchronicity and account strategy with sales staff
  • little contact with the customer base by the after sales team

On top of that I would like to eliminate comments very common in our team such as:

  • "Ah but the customer did not use my product right"
  • "The client did not complete the deployment"
  • "He did not change the processes he needed within the company"
  • "His analyst was doing soft body"

Our deliveries were never bad. After all, they were in use: best project management practices, ITIL® and an excellent technical team. But something was missing...

For a period of eight months I started to visit about three clients a week and asking these company directors from the aftermarket point of view:

  • If the deliveries of the team services were done with quality
  • What is value delivery of services from the perspective of the customer

It was a profound and fundamental experience that changed my view of provision of after-sales services and customer expectations management needing to align with the after-sales-team with sales staff & after-sales service assuming a leading role in the sales process.

I ended up "discovering" this topic in conversations with three colleagues who already practiced it. I wanted to share this experience with you, but before moving on I did a quick internet search on the definition for Customer Success:

Customer Success is is a professional or department actively focused on thinking of solutions that improve the life of the client next to the services offered by the company - Tomás Duarte - Blog Tracksale - 2016

Customer Success is the job of proactively orchestrating the consumer journey toward the solutions he pursues - and that are always evolving - Lincoln Murphy - - 2017

Customer Success is strategizing thinking about the success of the consumer and working to ensure that they have the best possible experience in your company - Isadora Lopes - Outbond Marketing

Customer Success ensures the best possible experience for your customers through value creation. - Lilian Oliveira - Sambatech

  Customer Success is when your customers achieve the desired result through interactions with your company - Talita Batista - Rock Content

and strong comments as :

You can focus on adoption, retention, expansion, or advocacy; or you can focus on the customers' Desired Outcome and get all of those things –Lincoln Murphy


“At the outset of a startup, engineering throughput can be a limiting factor; the team simply can’t code fast enough. At some point, the product launches but no one knows about it. Marketing is the bottleneck. When customers come rushing through the door, money in hand, sales and customer support might stunt the growth of the company. Other times it’s culture or product market fit or money or competition. But for each startup at every stage there is a limiting factor.” - Tomasz Tunguz


“At Buffer and many other customer-centric startups, the product, marketing, and engineering teams all listen to customer questions and answer them directly. This has changed through the years as the needs and team have grown. In its current form, just about everyone in the company ends up hanging out with the Happiness Heroes for about a half day each month.” - Carolyn Kopprasch


Get good at asking questions:
Why did you click on that?
Why didn't you click on that?
What would make this better?
What's missing? Ellie Wilkinson
“Today’s B2B customers feel empowered. They demand a whole new level of customer focus, expecting companies to know them personally, recognize their challenges, and cater to their needs.” - Dana Niv  

I also came across a market indicator that I could not confirm the source of the information where it is 7 times more expensive, between conquering a new customer and retaining an old, according to Gallup customer retention raising rates by only 5% can increase profits by 25-95%, and Gallup says B2B customers with high customer engagement scores achieve 50% more sales revenue and 34% more profitability than other companies.

Customers are in control and if this does not happen in your industry, it will soon be a reality, so get ready!


How can after sales professionals help this journey to customer success?

Change of Mentality
After-Sales should look for the definition of customer success for the customer and then walk in the same direction. I am not talking about  project business objectives, the relationship goes beyond that... You need to know the market and the segment in which the customer operates.

You need to understand what strategy teams have been thinking about customer success, and work to ensure that it is the best possible experience for your business. There's no point in having a highly qualified Customer Success team if the after-sales team does not respond well when a customer calls!

Leaders should ask the team questions like:

  • "What can you do in your daily life that improves customers' vision of the company?"
  • "How can you improve your interaction with customers?"
  • "What in your work could facilitate a client's journey with the company?"

This change of attitude is fundamental because we need to deliver customer experience and quality during the whole customer life cycle in the company, and it is expected that this will be a longe one.

Customer Activation - This is the time when we are starting to deliver a project or support. This process is often called activation, and it is critical how you engage the customer at this stage. That is, deliver 100% of what was promised or you can lose the customer forever.


Pay close attention here the first signs of customer loss occur during activation. For example, projects that exaggerate promises of marketing. But also After-Sales can contribute to the loss of the client due to a poorly executed transition of the project team. Or problems can occur when the support team rotates the client to a generic email, such as "support" or "contact."

It may even be that the seller simply disappears after receiving your money.

The client's experience at this stage is fundamental. Design a structured service kick-off with elements such as:

  • sharing the business objective
  • asking the goal of the client
  • demonstrating to the customer where he is within the cycle

Remember to use the best service practices that meet the customer needs, not yours.


Many companies still understand that this phase will continually break and need adjustment. The company should move to be proactive as quick as possible in this segment.
Tips :

  • Be proactive
  • Search for patterns that may indicate that a customer is having problems. Monitor applications, data, and infrastructure issues that can negatively impact the customer experience
  • When there are several calls it can mean that the customer is engaged. But if it is taking too long for the service to be fixed there may be a risk of "churn"
  • Sustaining the customer's success vector can help them find priorities in the queue of requests; perhaps a high-value customer who has a positive success vector can wait as long as we focus on the lowest-value customer, but an at-risk customer must be first.

In my research I found some very interesting tools that will help you in this work ( and that ooerationalize the customer's life cycle

Happy customers, buy more, pay more, recommend the company to friends, volunteer for case studies, and help you promote new features. A satisfied customer is the best advertisement.

Posted on: June 04, 2019 03:40 PM | Permalink | Comments (3)

"The secret of life is honesty and fair dealing. If you can fake that, you've got it made."

- Groucho Marx