Strategy and Transformation
Listen to the podcasts in which Ricardo explains what strategy is and talks about mission, vision, project prioritization, negotiation, balanced scorecard, portfolio, and other related subjects.
This playlist has 17 episodes.
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Direct from Luanda / Angola: Project Prioritization
(18 Jun 2007)
Ricardo Vargas presents this podcast directly from Luanda, Angola, during his works with the oil company Sonangol to make the criteria definition for project prioritization. He talks about globalization and the importance of effort prioritization. This podcast was recorded only in Brazilian Portuguese. The link below is for the Brazilian Portuguese version.
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Balanced Scorecard and Porfolio Management
(27 Aug 2007)
In this podcast Ricardo Vargas presents the relationship between Balanced Scorecard and Portfolio Management, discussing about the sinergy between the 2 solutions, where the concepts of strategic office and project office are associated to improve the effectiveness of the projects inside the organization. This podcast was recorded only in Brazilian Portuguese. The link below is for the Brazilian Portuguese version.
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Recovery Strategies for Troubled Projects
(01 Oct 2007)
In this podcast Ricardo approaches the possible recovery strategies of troubled projects, its risks and benefits. This podcast was recorded only in Brazilian Portuguese. The link below is for the Brazilian Portuguese version.
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The Importance of Negotiations Skills for the Project Manager - Part II
(26 Nov 2007)
In this podcast Ricardo continues talking about the importance of negotiations skills for the project manager. The fist part of this podcast was published in March, 19th and is also available to download. This podcast was recorded only in Brazilian Portuguese. The link below is for the Brazilian Portuguese version.
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Directly from the Program of Negotiations of Harvard University - Part 1/3
(27 Apr 2009)
In ths podcast, Ricardo Vargas presents the first podcast from a serie of three podcasts recorded directly from the Program of Negotiations of Harvard University in Cambridge - MA, where he attended the courses of Negotiations for Senior Executives and Dealing with Difficult People.
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Directly from the Program of Negotiations of Harvard University - Part 2/3
(04 May 2009)
In this podcast, Ricardo Vargas presents the second podcast from a series of three podcasts recorded directly from the Program of Negotiations of Harvard University in Cambridge - MA, where he attended the courses of Negotiations for Senior Executives and Dealing with Difficult People.
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Directly from the Program of Negotiations of Harvard University - Part 3/3
(11 May 2009)
In ths podcast, Ricardo Vargas presents the third podcast from a series of three podcasts recorded directly from the Program of Negotiations of Harvard University in Cambridge - MA, where he attended the courses of Negotiations for Senior Executives and Dealing with Difficult People.
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Directly from Albert Einstein Hospital: Snapping the Limits of Project Management Application
(19 Apr 2010)
In this podcast Ricardo talks directly from Albert Einstein Hospital, his first project management work in health care. He reflects the dimension that project management is taking place in non-typical areas for projects.
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Change Management and Culture: The 2010 FIFA Worldcup Rules and Referees
(05 Jul 2010)
Ricardo presents in this podcast his reflexions about the polemic generated by the referees in the FIFA Worldcup matches and the FIFA resistance in provide this changes. He also discuss the cultural aspects of change and compare this resistance with the resistance we face in most of the projects in the organizations.
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The Importance of Proactivity in Negotiations
(18 Feb 2013)
In this podcast, Ricardo explains the importance of understanding the difference between passive and proactive behavior in negotiations. He cites the books "Getting Past No" and "Getting To Yes" by William Ury.
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Why is it So Hard to Define Clear Criteria for Selecting Projects?
(13 May 2013)
In this podcast, Ricardo lists the three main reasons why it is so difficult to establish criteria for selecting projects in a Portfolio Management. They are: the lack of clarity in the strategic objectives, the difficulty in measuring intangibles and the management of possible conflicts created by individual interests.
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Why is it so Complex to be Simple and Effective during the Project Selection?
(08 Jul 2013)
In this episode, at the traditional time of the year where companies are planning their projects for the next year, or years, Ricardo talks about the three factors that complicate the way that we should approach the process of selecting projects in a portfolio.
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Differentiating Mission and Vision
(04 Jul 2015)
In this episode, Ricardo explains the difference between the mission and the vision of an organization or a project.
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All you need to know about the Business Case – Part 1 of 2
(15 Mar 2016)
In this episode, Ricardo begins to detail the Business Case. He explains why it is important and how to use it.
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All you need to know about the Business Case – Part 2 of 2
(21 Mar 2016)
In this second episode, Ricardo continues to explain the steps for creating a solid business case and how to 'sell it' within the organization.
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Think about how to connect your strategy design with your ability to deliver – or pay the price
(04 Oct 2017)
In this episode, Ricardo talks about the relevance of understanding what underlines the implementation of a strategy. Creating a transformation strategy for an organization is an incredibly hard task, but the challenge is not finished after the strategy is on paper. You need to get things done, you need to deliver that strategy design, and that's where most organizations fail. Read the recent article:
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What is Your Exit Strategy?
(24 May 2021)
In this week's episode, Ricardo makes an analogy on how you can use the same approach to close a project in your own professional life when it is time for you to move on. Sometimes we know that, for any reason you may choose, it is time for you to end a cycle to give the opportunity to start a new one. But this process is not as happy and joyful as the beginning of a project or job.
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