Spot Those Business Opportunities

Project Management Opportunity to Differentiate

Tata shares results of IT project performance survey and the results aren't flattering for the info tech profession. This consistent trend of non-performance offers companies that perform well to differentiate from the pack --- and, maybe, even achieve a sustainable competitive advantage. ...

... "Yet despite these worrying levels of failure to deliver, 43% of organisations say that their business managers and the Board accept problems as the norm. This attitude is especially common in Europe (44%) and AsiaPac (48%). Despite the general poor performance of IT projects globally, such results do not evoke a sharp reaction from management. " ...

IT Project Underperformance is the Norm

When Opportunity Knocks; And Nobody Listens

The Wall Street Journal has an interesting article about a new book titled Strategic Intuition, by William Duggan. It's one I'll have to buy. The article alone is interesting.

The premise is that, while we're busy marching to fixed-goal projects, opportunities pass us by at amazing speeds. Many of the greatest achievements in history were a result of leveraging opportunities, as opposed to long-planned goals or carefully thought-out strategies.

I thought it interesting that Duggan references the genius of Napoleon as an example of opportunistic successes. Napoleon was an anomaly in that he knew the value of planning, yet he wasn't subservient to it. If opportunity knocked, he was all over it. Therein lied his military genius. The French call it Coup D'Oeil. Duggan calls it strategic intuition. We might also call it situational awareness.

Whatever we call it, there are lessons in this for PMOs and project management process bigots. In our efforts to strive for clear goals and planned activities, we must also leave room for experimental efforts where rules are relaxed, and we must know when to let opportunity reign over conservatism. Sometimes the benefits are so great, that we must bear the risks.

Often, PMOs and quality groups can get so caught up in seeking perfection and magnifying risks that they minimize or ignore the benefits. If decisions are made jointly with the customer (who might have a better sense of the opportunities), we can get a more balanced view. No doubt, we need to find more ways to recognize and leverage opportunity.

Here's the article....

Surprised by Opportunity - WSJ.com: "ia"

Link Innovators for Happy Surprises

You can't force innovation. But, you can stack the deck in your favor. Link creative people together. Create a sense of purpose. Sprinkle in some data and information. Provide some funding. Step aside. Check back at stage-gates to see how things are progressing. ...

... "Creating a network of innovators who can identify trends and connect important dots across the business will create value on an even broader scale, and may bring some new insights and opportunities back into your team or function. " ...

Via Innovate on Purpose: Managing innovation

Vendor Perspective on RFPs

Vendors have to jump through hoops to respond to requests-for-proposal. See it from their perspective. ...

... "We've treated RFPs like they are some rare opportunity for us to get our proposal in the door at an organization and hopefully win the project based on the merit of the project ... " ...

Via CIO: RFP ROI

Talent Perspective on Innovation in Business

Jeffrey Phillips describes a powerful role for the HR function in creating a culture and talent pool for innovation. Is today's human resource function ready for the challenge? ...

... "People dislike uncertainty and are somewhat unwilling to risk their jobs or futures working on items that are new or risky, without the appropriate assurances that the firm needs and requires people to try new things and make mistakes. " ...

Via Innovate on Purpose: Innovation Talent Perspectives