The reasons why business leaders want their teams to become more agile run the gamut. They may need their people to: Be more responsive Be flexible Hit deadlines faster Embrace change Adapt and pivot as needed Self-organise Be collaborative Bring new products and services to market quickly. On top of all of these needs is
Navigating the COVID crisis has required organisations across the globe to re-imagine their future, often at lightning speed. Rethinking how we deliver our expertise to clients, including offering our advisory services virtually, is part of PM-Partners’ efforts to help you leverage opportunities and stay one step ahead.
I met with the Chairman of a large membership-based company last year. One of the questions I asked was, ‘Who owns the company’s culture?” His answer was, “The Board”. Boards can foster long-term shareholder value by deepening their understanding of their company’s culture and placing it on the Board agenda. This ensures management is forging
Agile adoption has become so prolific and such a common presence across organisations that its name has essentially reached ‘buzzword status’. Such has been its overuse – and, at times, misuse – that AXELOS’s PPM Benchmark Study 2017 found that the word ‘agile’ was “used without a real understanding of what it meant. Worse, claiming a project
Digital technology is shaping how people, businesses and government departments interact. More than ever, the investment in large scale change initiatives is vital to remain competitive and meet the ever-changing expectation of customers. The PM-Partners Digital Transformation Survey has captured data from hundreds of local and international companies and offers insight into the trends and
Agile is not just some buzzword floated by the C-suite in order to drive greater productivity. Such is its power to revolutionise organisations that its practices have become ubiquitous across virtually every large (and not-so-large) organisation. But there’s a risk that adopting Agile solutions and being ‘agile’ are not taken together as a pair. NOT
Think back a year: what were you doing? Busy with work, planning a ski trip, wrangling a young family, off on an overseas holiday? Ah, normality… those were the days. Fast-forward to 2020: a global pandemic has kept us in relative lockdown for months, with its long-term financial and mental toll still yet to be
Local councils are not unfamiliar with crisis management and providing their constituents with emergency relief. From droughts to bushfires, major storms and long-term erosion, small government needs to have a diverse skill set to handle the myriad of issues that can arise in their communities. The pandemic, however, presented a challenge unlike anything experience before.
So here we are, in the middle of a pandemic, doing our best to survive and acclimatise to our ‘new norm’. For many, this means building a home office, dealing with constant family ‘noise’ and managing the ongoing restrictions and environmental issues. But what happens when everything works but still doesn’t feel quite right? That’s
When you are in the midst of a complex project, your key concerns are around developing a product or solution that will realise all the benefits initially planned for. But what is often left by the wayside is the project transition to the end users – will they enjoy a seamless transition to business as