Random Thoughts

In January 1985, a groundbreaking project brought together 46 of the most famous musicians in the world to record We are the world, a charity single to aid famine relief in Africa. Among the participants were icons like Stevie Wonder, Diana Ross, Bruce Springsteen, Ray Charles, Bob Dylan, Tina Turner, and Cyndi Lauper.

Spearheaded by Lionel Richie and Michael Jackson, and produced by Quincy Jones, the project achieved extraordinary success: over 20 million copies sold, more than $63 million raised, and a song that continues to inspire humanitarian efforts. This success was made possible by exceptional project management that transformed a star-studded gathering into a unified and impactful initiative.

The power of a great sponsor

No project succeeds without a strong sponsor, and Quincy Jones played this role to perfection. As the producer, Jones managed the project’s vision, coordinated logistics, and ensured the group stayed focused. He wielded influence, respect, and clarity to align the egos and energies of the artists. His ability to navigate the creative chaos while keeping the big picture in mind was pivotal in translating the project’s vision into reality.

Adherence to timelines

The stakes were high: the entire recording had to be completed in a single night, immediately following the American Music Awards. With a tight schedule and a studio filled with superstars, there was no room for delays. Strict planning and coordination ensured the recording was completed on time without compromising quality. This showcases how clear deadlines, coupled with disciplined execution, can keep even the most complex projects on track.

Stakeholder management and servant leadership

Managing an ensemble of superstars required diplomacy and servant leadership, qualities embodied by Lionel Richie and Michael Jackson. Both leaders prioritized the collective goal over personal glory, fostering a collaborative environment. A sign in the studio famously read, “Check your ego at the door,” setting the tone for teamwork.

Another example of humility came during the chorus: participants who couldn’t reach the high notes simply remained silent. This act of knowing and respecting one’s limits reinforced the principle that projects succeed when individuals contribute according to their strengths. Allowing the right person to perform each task ensured the final output was harmonious and polished.

Change and scope management

During the session, Stevie Wonder suggested incorporating African lyrics into the song. While the idea aligned with the theme, it posed risks to the project’s scope and messaging. After careful deliberation, the team clarified that We are the world was not just about Africa but a global call to action for everyone to help Africa. By revisiting the project’s purpose, they honored the spirit of collaboration while maintaining focus, showcasing exemplary scope management.

A blueprint for future success

Beyond its immediate impact, We are the world inspired other successful humanitarian efforts, such as Do they know it's Christmas? and Live Aid. The project demonstrated that well-managed collaboration could create lasting change, extending its influence beyond its original ambition.

Key takeaways

The success of We are the world was driven by great sponsorship, strict adherence to timelines, servant leadership, and effective scope management. These principles remind project managers to respect their teams, leverage individual strengths, and remain adaptable under pressure.

As the song reminds us, “We’re saving our own lives.” Project management is about making the critical choices that lead to transformative results. Let’s aim to make every project we lead as impactful as this unforgettable collaboration.

Ah, the thrill of decision-making in project management! The excitement, the brainstorming sessions, the camaraderie—and occasionally, the spectacular failures. As I recently delved into Jared Diamond’s Collapse, I was struck by his masterful analysis of how groups stumble into failure. In Chapter 14, Diamond outlines four categories of decision-making pitfalls that resonate deeply with our modern project challenges.

Let’s take a tour through these categories, illustrated by historical examples from his book and mirrored by some contemporary project misadventures.

1. Failing to anticipate a problem

In Collapse, Diamond discusses how the Norse in Greenland failed to anticipate the Little Ice Age. They stuck to their European farming methods despite the changing climate, which ultimately led to their downfall. Fast forward to our era, and think of the blockbuster flop that was Google Glass. The product team, dazzled by the tech’s potential, didn’t anticipate consumer privacy concerns and the social stigma of being a “Glasshole.” Just like the Norse, they stuck to their vision, blind to the gathering storm.

2. Failing to perceive a problem

Diamond points out the classic case of the Easter Island civilization, which didn’t perceive the long-term consequences of deforestation. They chopped down every tree, oblivious to the environmental collapse it would trigger. A modern echo of this is the infamous Boeing 737 Max debacle. Despite internal warnings and obvious design flaws, Boeing failed to perceive—or at least acknowledge—the gravity of the problem until it was too late, resulting in tragic crashes and a costly grounding of the fleet.

3. Failing to try to solve the problem

The classic Maya civilization, another of Diamond's examples, saw environmental degradation and political strife but failed to address these issues effectively. Contemporary parallel? Think of Blockbuster. They saw the rise of digital streaming but chose to ignore it, clinging to their brick-and-mortar model until Netflix and other streaming services had eaten their lunch. It wasn’t that they didn’t perceive the problem; they simply didn’t try to adapt in time.

4. Failing to solve the problem successfully

Lastly, Diamond discusses the example of the Soviet irrigation projects in Central Asia that led to the Aral Sea disaster. They recognized the problem and tried to address water scarcity, but their solutions were catastrophic, turning the sea into a toxic desert. A modern-day counterpart would be the development of the F-35 fighter jet. Despite massive investment and numerous attempts to address its issues, the project has been plagued by cost overruns and technical failures, making it one of the most controversial military projects today.

In conclusion, decision-making is as much about avoiding pitfalls as it is about seizing opportunities. By reflecting on historical and contemporary examples of failed group decisions, we can learn to navigate the complexities of our own projects with a bit more savvy—and perhaps a dash of humility. So, the next time you’re in a meeting and someone says, “What could possibly go wrong?” just remember: quite a lot, actually.