As leaders look once again to the PMO to provide guardrails and support in project delivery, it’s valuable to acknowledge that each organisation is different and will organise differently – and that the PMO can adapt.
Cybersecurity is a hot-button issue for many in the C-suite following recent high-profile data breaches, but the conversation about data security needs to shift from 'if we are hacked' to 'when we are hacked'.
As cybersecurity incidents increase in frequency and severity, organisations can limit the damage by ensuring that hygiene projects remain on the executive agenda.
There are many reasons that technical legacy occurs and there are ample risks that can be resolved with application archiving and prioritising technical hygiene projects.
Whenever we introduce change, we introduce risk. However, whilst most transformation risk registers document the activity risks, few consider the planned benefits risk that may arise from the change itself.
How can leaders assess how capable or willing their teams are to embrace change? Having buy-in on the ‘why’ of change can often be challenged by teams' readiness – and willingness – to adapt.
Change is difficult to communicate well and puts us all in the same boat whether or not we all want to be. But are we all rowing in the same direction and how do we put all our effort into navigating the rough seas ahead?
The role that data plays in transformation is increasingly critical – both the data we know exists in organisational silos and the ‘unknowable’ data that can be leveraged to land a successful transformation.
Has change management’s role shifted from a ‘nice to have’ to a need to have for organisations that continue to adapt to a VUCA world?
Without a doubt, project delivery has been deeply challenged as the pandemic caused widespread disruption and forced many business leaders to accelerate programs and technology projects to pivot to the new ways of work.