The Australian arm of a global technology company embarked on a significant transformation of its capital assets, working with Quay Consulting to deliver three sizable and challenging relocations of IT, staff and fitouts.
A multi-million relocation project for a leading global education provider ensured that learners and educators had access to leading-edge education facilities.
No matter how well a project appears to be travelling, it can be quickly derailed by poor management of stakeholders.
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.
Despite the critical role of knowledge sharing in contemporary organisational success, the fact remains that in many firms such exchange does not occur.
We often see challenges in new sponsors getting to grips with their role in shaping and supporting their projects.
There is wisdom to be gained if organisations are willing to explore where a project went wrong without zeroing in on where to lay blame.
It would be easy to dismiss Space X as the technical plaything of a billionaire but what if their follies lead to innovation because they are prepared to risk and fail?
Australia has some of the highest levels of employee disengagement in the world and while HCM technology is often a starting point on the road to improving engagement, it isn't a panacea.
If forewarned is fore-armed, why is it that managing risk continues to be a significant challenge for organisational project delivery?