Welcome back to my newsletter discussing the latest trends in project management, leadership and strategy implementation.
Articles, podcasts and other interesting stuff that I came across over the past month.
With the aim of learning from past failures, this section analyses, using a simplified framework developed over more than ten years, a notorious project that was poorly managed and was terribly unsuccessful. What is fascinating about all projects is that they all share a set of common characteristics, which, if well understood, soundly addressed, and actively managed; can increase the chances of success and minimize the risk of failure.
I had the pleasure of interviewing Robin Speculand, one of the first experts focusing on strategy implementation. I was curious to hear about his personal project, as well as his views on the link between project management and successful strategy execution.
Projects, have, are, and will be an essential part of value creation and social transformation. We are witnessing the rise of the project economy. The so-called gig economy is driven by projects.
Change your brain, Change your game … 15 big ideas for business leaders to win in a fast-changing world. Thinkers50’s European Business Forum brings together Europe’s business leaders with the best new ideas in business in Odense on 9-10 May 2017
The last part includes further articles, webinars, podcasts and interesting stuff that I came across over the past month.
One of the most surprising project failures I came recently across was the one of the new Berlin airport. It is rare to see a project of such size fail, especially in Germany, a country known for its effectiveness, efficiency and planning capabilities.
I had the pleasure of interviewing Stuart Crainer and Des DearLove, founders of Thinkers50, launched in 2001, and the first-ever global ranking of management thinkers. I was curious to hear about their project, as well as their views on thought leadership, and why project management has been ignored by most of the “gurus”.
Every organization needs what I call a “hierarchy of purpose.” Without one, it is almost impossible to prioritize effectively.