A problem that has dogged many organisations is how to continue to exploit its existing capabilities whilst at the same time developing and exploring new ones. One of the most famous failures in this respect must be Kodak who invented the digital camera and yet this technology was the very thing that brought Kodak down.
In dealing with risks in projects we find ourselves doing things like: risk identification… meaning we sit around a table and ask each other “what went wrong last time?” …for sure there are better ways to do risk identification. Ways which actually increase the chances of finding those risks which mean something. However, before we even start touching on so called “best practices”, I would like to stop a second on a more basic topic which relates to understanding what we are actually talking about when we utter the word: risk.
Today’s workforces are designed for speed and flexibility. To achieve these goals, organizations are using more part-time, project-based freelancers to supplement their internal staff. Our research at the Agile Talent Collaborative reinforces findings from Accenture and other consulting and research firms: the use of freelancers — or agile talents as we call them — is growing, and for reasons that go well beyond cost efficiency. According to executives surveyed by the Collaborative, access to difficult-to-find technical or functional expertise, speed, flexibility, and innovation are the top five drivers of using talent outside your organization.
Some of the smartest people that I have ever met struggle with convincing themselves to do one thing: plan their work.
They’re off the charts in terms of analyzing all sorts of things from manufacturing processes to stocks to nuclear particles. But when it comes to their own time management or laying out a plan to get a big project done, they balk. Something about scheduling makes their brains shut down, and they can go from brilliant to blank in an instant.
So how do you measure the value of training? Ideally of course we would like to see the impact on the business - the return on investment in training.
In practice that is challenging: imagine investing €20,000 in a training session for a class full of PMs who run tens or hundreds of millions worth in projects. Even if only one in every three of them saves a one-digit percentage point off their budget in avoided or well managed risks, the ROI is huge… but hard to measure. How can we know that the success was actually due to the class? Could it have happened anyway? Maybe it is due to new tools which are being used, or simply thanks to a better choice of PM?
How can coaching help organisations to exit out employees who have become stagnant in their roles? Kevin discusses how the approach to the problem of disengaged employees starts with the organisation. What can organisations do to ensure an open and honest culture and promote employee engagement, and how can coaching strategies help with this?
Smaller firms are taking a pragmatic view of Brexit and already planning for the possible fallout on their business models, according to the head of the accountancy firm BDO.
The firm, which caters to small- and mid-sized businesses, reported a 3.8pc rise in revenues to £405m for the last financial year and said its clients are equally busy this year, planning for leaving the EU while continuing work on their business.