To reduce failure rates and successfully deliver strategies in 2020 and beyond, organizations must overcome disruptive forces and flip posing challenges to opportunities and advantages. It all starts with aligning the organization from inside-out and outside-in. This article encapsulates how to conduct transformations and implement designed strategies following Brightline’s ten guiding principles. Supported by real world examples, the ten guiding principles explain the moral rules and basic truths your organization need to surmount in order to transform strategies into great results.
Some technologies came of age during the 2020 Covid-19 pandemic. Millions of people were forced into homeworking for the first time. Unable to see each other face to face, families worldwide had to quickly master Skype, Zoom, Microsoft Teams and a host of other connecting technologies. Zoom’s daily users mushroomed to more than 200 million in March 2020 from a previous maximum total of 10 million. “Zoombombing” became a phenomenon.
It is all so unexpected that it is impossible to find in newspapers, magazines, websites or technical publications from a few months ago reports or articles with indications of what was to come so dramatically. Like any citizen in the world, here in Portugal or in Brazil, I suffer the effects of this pandemic. The biggest one occurred in the events that I participate around the world. It was a huge impact: in less than two weeks, more than 20 were canceled. I alone had to cancel eight trips in March. This part of the job was super complex. Published at Jornal Estado de Minas
At Brightline, our mission is to help organizations transform the way they transform. Since the birth of this Project Management Institute (PMI) initiative, together with leading global organizations, we have strived to research, design and share all those resources and tools that help organizations to close the expensive and unproductive gap that exists between the strategy design and implementation. Our effort to learn first-hand about the real and daily needs and difficulties of managers to achieve this purpose has been reflected in surveys, reports, guides, webinars and all kinds of materials, available on the Brightline website....
The future of work requires that we change our mindset, the way we view work, our relationships with our employees and employers, and our careers.
As the number of new infections from the coronavirus slows, and economies around the world ease restrictions and begin to plan for recovery, uncertainty remains and there is increasing talk about what the world will look like in the post-pandemic world.
What is certain, however, in all the uncertainty, is that workforce playbooks will require a comprehensive overhaul post-pandemic. The world of work before the crisis will never look the same again after.
With all the data, technology and connectivity that defines the world in which we currently live, how is it that almost no one saw the COVID-19 crisis coming?
There were plenty of warnings. News of a new and potentially dangerous virus in China broke late last year. As we headed into the New Year, epidemiologists and public health officials around the world waved red flags and advised governments and businesses alike to prepare.
We live in an accelerated period of changes. The impact of digitization on society is being so strong that more than a time of change we are experiencing a change of time. The exponential evolution of emerging technologies such as big data, blockchain or 3D printing, is giving rise to the appearance of new professional profiles that must respond to new habits and expectations of clients who demand services that are quickly and easily implemented with full transparency and security.
Transformation is often a difficult, expensive and doomed organisational endeavour. According to Harvard Business Review, 70 percent of large-scale digital transformations fail to meet their goals, with $900bn being wasted on restructuring efforts in 2018 alone. Yet, a recent survey by The Wall Street Journal indicated that transformation risk remained the number one concern among directors, CEOs and senior executives. Clearly, not everyone has been put off by past failures.
It has become increasingly clear that organisations need support to deliver changes that work for their employees, customers and bottom line. At Brightline, we have developed a guide for transformation that helps organisations and their leaders achieve sustainable performance improvement. The Brightline Transformation Compass, as it is known, is built around five mutually reinforcing building blocks: the North Star; Customer Insights and Megatrends; the Transformation Operating System; Your Volunteer Champions; and Inside-Out Employee Transformation.
Alex Osterwalder and Daniel Pink were two of the featured names of the Nordic Business Forum 2019, celebrated in Finland. Experts in innovation and motivation, respectively their theories and investigations mark the course of the current management, where it turns out critical to emphasize innovation. Ricardo Vargas, executive director of Brightline, the initiative without the spirit of profit promoted by Project Management Institute, which helps organizations to bridge the gap that exists between the design of the strategies and the implementation of the same, had a chance to sit down with both thinkers, thanks to Executive Excellence. So was their talk.
Ricardo Vargas and Tahirou Assane interview with Tegan Jones for the PMI Projectfied Podcast.
"Hello, this is Tegan Jones. We talk a lot about transformation here on Projectified. And it’s clearly top of mind for CEOs. But turning those big ideas into reality is a whole other thing. In fact, the Harvard Business Review reported that 900 billion U.S. dollars were wasted in digital transformation last year.
So, to get a better idea of what organizations should be doing differently, I spoke with two leaders from the Brightline Initiative while I was at the Global Conference. Let’s go to that conversation now."