Published in the Harvard Business Review
In the beginning companies sold products. And then they sold services. In recent years, the fashionable suggestion has been that companies sell experiences and solutions, solving the needs and aspirations of customers.
I did this interview for The Economist’s Intelligence Unit five years ago for an article on “Mitigating project portfolio risks in the financial services industry” on how companies track projects to mitigate risks, and how they identify projects that are failing to reduce the impact on the company, the team, and the bottom line. Surprisingly many…
I have always been intrigued by the few companies that manage to stay alive for decades whilst the majority of them fail or are taken over after a few years of existence. A recent study reflected that today the average lifespan of a leading US company listed in the S&P 500 index is 15 years.…
Wharton, Insead, Harvard, Stanford, London Business School, Columbia, IMD, MIT, Instituto de Empresa, Chicago,…the world most prestigious business schools, don’t teach project management as a core course to the future business leaders as part of their flagship MBA programmes. Senior executives seem to neither fully understand project management nor regard it as an important means…
Is your company totally focused in their vision, in a few products, in a few services, in a few projects, in one single culture…? If not, asI explain in the following article, it might explain most of the issues you are currently facing… There is a major transition happening today inside organisations; and companies moving…
