If more than 50% of mergers and acquisitions don’t deliver the outcomes we seek, it begs the question: how do we maximise the chance of success?
There is no doubt that we are in some very challenging times. When your organisation is faced with ambiguity and change that is not within your control, your people will look to you for strength and leadership.
Exceptional sponsors are the proverbial unicorn: Rare as hen’s teeth, highly valued if you can find one, and one of the most important assets you’ll ever have in delivering successful projects.
We are seeing a shift in what project managers need to bring to the game to succeed—and it is all Agile. Do we need to call time on ‘project management’?
Fact-checking is becoming something of a sport but there is one place that facts need to be laid bare if you want good decisions made, and that’s in project delivery.
When faced with the realities of project delivery and managing stakeholders, we have to know just how capable we are of influencing both upwards and outwards.
Ego can be a positive or negative in project delivery, however whether it’s an asset or a distraction, it’s important to be able to call out behaviour that isn’t acceptable.