When we think that we are wasting $1m every 20 seconds due to the flawed implementation of programmes and projects, it becomes clear that we need to do something to rectify this problem. The short answer is that our society cannot afford to waste this huge amount of resources every year. It is a massive destruction of value, not only in terms of loss of profit for the private sector, but it wastes resources from governments and the not-for-profit sector too.
While company strategies can look amazing on paper, they only become useful once they have been fully implemented. Too many organisations are struggling to bridge the gap between design and delivery.
What on earth does entropy have to do with strategy implementation? The short answer is: everything. The leadership’s entire job boils down to a never-ending fight against entropy. But I’m getting ahead of myself.
Implementing successful strategies is key to running a healthy business whether it’s a small local company or large multinational cooperation. But what happens when a company’s strategy seems well thought out and strategic, but ends up not hitting the mark in terms of its specific goals? What went wrong, and how can things be fixed?
Organizations invest tremendous amounts of time and resources in their strategic planning processes, yet many struggle when it comes to the actual implementation. According to recent research by Kotter International, 70% of new, large-scale strategic initiatives fail. These echo the findings in the report just released by The Economist Intelligence Unit.
It’s that shadow that fascinates me. Throughout my career, I have seen how even the most brilliant strategies can come to nothing because the connection between the definition and the delivery of strategy is incomplete and ineffectual. Markets are in constant flux, digital technology is accelerating the pace of, well, everything, consumer behavior is morphing before our eyes, and political and economic conditions can and do change overnight. In this environment of rapid change and uncertainty, organizations can survive only by continuously updating and refining their strategies — and then translating them into results.
Ricardo Vargas, from Macrosolutions, talks about his peculiar trajectory in the project management consulting area. With his “one-man” company, he serves giant corporations, travels almost every week abroad, and conducts world-class workshops. In an exclusive interview, the expert discusses the changes in the current work patterns and their applications in an information society already controlled by social networks. It also talks about the importance of planning and risk management in the business environment and how it has become a global reference in the area.
Chat with Marilia Gabi Gabriela about humanitarian work and the United Nations.
I have always believed that effective communication is at the heart of good project management. The messages one communicates, and the way one communicates them, are vital to establishing a strong reputation for leadership.
There is no science in the world that will identify leaders in your team. There is, however, a pattern of behaviour you can recognize that will increase your chances of finding a person who can motivate, inspire and lead. I do not believe one size fits all, but the following three general pillars help me identify leadership: commitment, personal drive and trust.