The tipping point of project failure
Delivering on ‘the promise’ to meet client and stakeholder expectations requires project organisations that are capable of accomplishing the work!
Mosaic Project’s Pat Weaver on avoiding the tipping point between complexity and chaos.
SAP is not an IT project!
There seems to be a rule that the more complex the change, the less effort is spent on the people who will be adopting the change in their jobs, blogs Catherine Smithson.
When was the last time you heard an employee say: “Awesome! Head office has decreed we all need to do [insert function] their way!”
Managers—change makers or change breakers?
I call managers the squashed tomatoes of change. Senior executives expect them to drive change and do it fast. Team members expect their manager to cushion them from change and have all the answers on how it’s going to work for them personally.