All improvement is change, but not all change is improvement. Organisations typically change because they want to improve their competitive advantage. How do we give ourselves the best possible chance of success? Change resides in the domain of projects and project management. We most often think of the word project as a noun. But treat
In Part One, I wrote about the kind of challenges we all face when trying to define the human, material, information and financial resources available to us. In small groups, we can estimate what is reasonable and possible simply by talking to people and seeing what they have on their plate. But as our projects
Most organisations vastly underestimate how wasteful they are with their resources. We need to get much better at thinking systemically and acting systematically in the planning and performance of our work.
When I looked back on the books I reviewed this year as a springboard to a conversation I found I’d covered unconsciously (or was it?) some core themes that represent a sort of mini-syllabus for how to transform your organisation. Or even your life. Although I’ve found myself increasingly turning to online videos and podcasts
The ultimate prize promised by Theory U is the kind of transformational improvement that self-perpetuates. While even the most dynamic systems will eventually succumb to entropy, the Theory U approach is one possibility of creating an organisational shift that embeds a deep culture of learning and continuous improvement. Change demands a step into the unknown.
Not long before I did my solo retreat in nature, I took part in a visioning exercise. The facilitator invited us to sit in our chairs, close our eyes and forget the rest of the group. He asked us to transport ourselves—alone in our chair—to a beautiful meadow, surrounded by mountains and forests, with a