Even a great vision and strategy can fail to deliver the intended benefits if changes are not implemented well. Assuming that the new strategy is sound, why is that implementation seems to be such an issue? Reasons tend to vary from: Lack of stakeholder alignment – the strategic intent is interpreted in an inconsistent manner[…]

Senior managers and PMO staff, in all organisations, increasingly recognise that one of the most efficient ways of ensuring that their projects and programmes deliver the intended value for the organisation is through formal portfolio management. A recent PMI survey [1] reported that 55% of organisations frequently use formal portfolio management, a 5% increase over the previous year.[…]

Innovation has become the new “buzz word” and desired state for organisations in both the private and the public sector. The term “innovation” has been used and, sometimes, overused by a lot of people and organisations. Common to all implicit or explicit definitions is the claim that although “invention” refers to the generation of new[…]

I recently followed a lecture about benefit attribution in change programmes and projects where the presenters from a large organisation were claiming that although benefit attribution is very important to their organisation, it is considered very hard to implement and therefore they do not put any concerted efforts behind it. I found myself carefully considering the various ways[…]