The commercial landscape has become vastly competitive and hyperconnected, consumer expectation is increasingly evident, with innovation pushing the mandate for the user experience.
Large organisations like Uber, Airbnb and Google have embraced disruption, but for many businesses that once operated on a one-time transaction model, the added pressure to stay afloat and thrive is now an indefinite constant.
A recent global Economist Intelligence Unit surveyed 561 executives which found that nearly six out of ten respondents believed failing to embrace hyperconnectivity to be detrimental. The gaps where innovation, manufacturing and production intersect is largely affected by consumer demand.
The good news? Organisations are becoming increasingly savvy in strategically investing – to not only survive disruption – but harness it for maximum return on investment.
Here are some key ways in which organisations are implementing disruption readiness:
1. Scalable Capability
Our recent PMO survey found that 21% of executives felt their PMO was underperforming, and a mere 36% believed theirs was satisfactory. That said, organisations are increasingly redefining the PMO and its capability, harnessing it for strategic growth, change, innovation, and measurable return on investment.
Time and time again, we see organisations attempt to leverage their existing capability for innovation-based initiatives. But an absence of clarity, maturity at department levels, and a higher risk of burn out and turnover sees this approach continually fail.
Unless it’s strategically mapped out and planned, grouping business-as-usual with timely change activity is rarely an effective course of action. Understanding the state of capability at a role level allows for more insight. First and foremost, the implementation of a scalable capability model is a critical first step to thriving amidst disruption.
2. Managed Services and Fit-For-Purpose Governance
Running sporadic projects can be costly in the interim. A managed services solution provides a cost-effective means of having seasoned practitioners come in and quickly hit the ground running via a customisable and proven governance framework.
A well-constructed managed services model will allow for all or part of a PMO or Program to be managed in a way that is tailored to unique business objectives and constraints. It can encompass workforce structuring and has proven to be an effective way for organisations to uplift their maturity level.
Another managed services solution is rapid mobilisation, which is defined as just that: the fostering of mobilisation through rapid means for vast and successful outcomes. It is a proven approach that identifies critical action areas for the enablement of a quick re-alignment or set-up of a robust PMO or program, including capability refinement.
The objective? Ultimately, to set up or re-align a project or program’s strategic vision with a sustainable and accelerated delivery plan for the best possible business outcomes.
3. Strategic PMOs Are On The Rise
Over time, the perception of the PMO within organisations lost its appeal and too often failed to effectively demonstrate its value. PMOs can play a pivotal role in intersecting tactical project execution with strategy. Alongside clearly defined direction, the key to a successful PMO lies in the alignment with the organisation’s overall strategy as well as support and advocacy from the executives. As well as being aligned to the overall business strategy, the PMO should be treated like a business unit with its own strategy vision, and way of thinking.
4. Investment In Change Management Is Paramount
The power of organisational change management and the way in which it intersects with project outcomes is an underestimated component of driving sustainable investment. Too often, business cases are pushed through and funds are secured, without factoring in the need to effectively invest in the crucial role that end-users and stakeholders play in advocating and sustaining successful change outcomes. In fact, studies have found that inadequate planning and emphasis on change management can create resistance and roadblocks.
Whether Change Management is an existing in-house function, or brought in for the planning and duration of a project, alignment with key stakeholders is critical; from end-users, to influential change-champions, to sponsors. The significance effective change management plays in strengthening disruption derived activity, as well as its need to be built into the strategy, is unquestionable.
5. Agile Coaching
Integrating agile into traditional and blended environments requires a change management approach and strong leadership to champion it. Coaches are a cost-effective way to refine or introduce both agile practices and ‘thinking’, regardless of the preferred method(s) adopted.
With the view to reduce noise and internal disruption, agile coaches work from an adaptable framework, closely aligning with end-users, implementers, and key influencers from both the bottom-up and top-down to ensure practices are adopted with sound understanding and subsequent confidence.
A robust coaching methodology will see coaches embedded within an engagement in a way that is fully tailorable, scalable, and subject to the ebbs and flows of an organisation’s needs as projects progress.
6. Business Case
A successful Project or Program’s methodology will encompass the significance in not under or over investing in the business case’s development. Those who understand the importance of such foster the principle that it should ultimately mandate strong governance while continuously being reviewed.
Too often, the business case is made and then put on the back shelf as project activity progresses. Key decisions and the general direction of project activity should be continuously evaluated as far as its alignment with the original business case goes. The business case itself can evolve, but simply developing it for the purposes of obtaining funds is a fundamental error as far as strategic coherence goes and should be challenged on a fundamental level.
7. Business Agility
Program offices serious about thriving in their competitive markets are continuously seeking more efficient and innovative practices to adapt quickly and stay ahead of their market. Demands placed on program leaders often require quick outcomes and little risk and cost; hence, methods that reflect this.
In our experience, organisations understand the value in agile practices and often attempt implementation, only to have their initiatives fail, further fuelling misconceptions around success likelihood and capability. In summary, agile methods are sought after, yet organisations still battle to execute them correctly, particularly when blending them in more traditionally run environments.
Regardless of an organisation’s unique constraints, we see the practice of adopting rapid, results-driven agile solutions as an opportunity rather than a hindrance and not so much a question of if, but “how much?”
When implemented properly, the result is rapid, successful, and measurable outcomes, executed quickly and with minimal disruption.
The ultimate objective is a state of business agility, allowing organisations to tackle disruption, consumer demand and general competition rapidly and robustly.
For more information on disruption and change readiness, agile coaching, business agility, or managed services, contact one of our consultants today on +65 6818 5771.