Tag: risk management

Identify Benefits to Drive Business Results – interview with Beth Partleton

The Pulse report subtitle is The Strategic Impact of Projects: Identify Benefits to Drive Business Results. We see fewer projects meeting original goals and business intent or being completed within budget. More projects are failing and creating substantial monetary loss for their organizations. Further discussion is needed to understand why organizations do not fully appreciate that strategic initiatives are projects and programs. We suspect this disconnect may result because so few organizations monitor and measure the benefits that projects and programs deliver across a business.

Projects Deliver No Value! – interview with Mark Smalley

Where ASL offers guidance how to provide applications and related services, the Business Information Services Library offers guidance to business people who “consume” IT as a business asset. Their concerns are typically: How much budget should I allocate to information and technology, as opposed to other business assets such as people, machines, buildings? What kind of information and technology do I need to help my business both survive and succeed? How do I deal effectively with the IT department? How do I ensure that the users actually realize the value from the significant investments? How can I demonstrate that I am managing information and technology in accordance with its importance to the organization?

Thriving in Chaos: Unlocking the Secrets of Strategic Luck in a Disruptive World – interview with Jonathan Brill

We’re clearly moving into a world that is more disruptive and where there’s more randomness in our businesses and our lives. And that means that we need to think differently about how we interact. With the world moving forward, instead of focusing first on optimization and efficiency, we need to focus first on resilience and flexibility because when you do that, you create dramatically better outcomes over time. There are three basic things that you can do to increase your resilience and flexibility. The first and most important thing is to become aware of the range of things that are possible. If you believe that the range of things that are possible are only those that you’ve experienced in your lifetime, then we’re in for a big Surprise!

Handling the Unknowable Unknowns – interview with Dave Snowden

How important is managing complexity (and chaos) in a time of crisis? Assuming you are referencing the EU Field Guide of that name than very. For the first time, it lays out a comprehensive set of methods and approaches to allow organizations to prepare themselves to handle the unknowable unknowns and also, the unknown known. The first is by focusing on creating an organization that has the ability to respond dynamically to uncertainty as it emerges and the second is by using employees as a human sensor network, to allow leaders to find people who are seeing things that other people are missing.