In pursuing the organizational agility that enables strategic, fast-moving transformation, leaders must focus on four spheres — individual behavior, team responsibilities, management governance and institutionalization. Along the way, they’ll also need to ask “so what?” questions, break down barriers and embrace discovery.
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Every organizational change effort has its ups and downs. It’s a difficult process. To avoid being overwhelmed by all the challenges and bridges still to be crossed, celebrate the small wins. They can build momentum and instill confidence (in you and others) that greater successes are possible.
The alternative to embracing change doesn’t have to be completely rejecting it. Are there ways we can introduce more flexibility to waterfall projects without losing control of change? Can traditional project execution approaches learn anything from the agile approach to change?
Project managers can facilitate benefits realization and--more strategically--the project management function. That encompasses the three Ps of project management, which can play the crucial but often missing organizational role that will embed benefits realization in strategy execution and--by extension--program and project delivery.
PMI’s recent Job Growth and Talent Gap Report makes for very interesting reading. This practitioner believes it reveals an opportunity to reposition project management for the future.
Many changes in the business and technology world are undertaken explicitly to drive or support increased volumes: more clients, new services, or greater use of existing ones. Even small changes can drive huge changes in usage. Here are some examples of project nightmares that might have been alleviated, if not entirely avoided, if more attention had been given to the volume outcome.
In this article, we will explore some of the ways that organizations need to re-think the way that the firm is structured in order to place change purposefully at the center--enabling increases in organizational agility and the building of continuous change capabilities.
In The Project Economy, technology drives a lot of the disruption—and progress. You need to be able to overcome the various barriers that are preventing you from being more prepared for the project-driven economy of the future. How ready are you to embrace technology disruption?
In the first article in this series, we looked at some of the links between agile and change methodologies. In this article, we will investigate a different question: Are you and your organization ready for change?
The transformation journey is a hard one. It impacts not just your processes, but also resources and people across the organization. This article covers some of the key reasons that lead organizations to fatigue.