David Cotgreave
Written Articles
The next couple of years will see extensive Digital Transformation and regeneration of many, if not most, businesses and organisations.
It’s not a bold or groundbreaking prediction, I mean, it’s happening already! Game changing technologies are revolutionising business operations and outcomes the so-called Industrial Revolution 4.0 is well underway, Accenture are even talking of an advanced group, The Reinventorsm who, they say are embracing “Total Enterprise Reinvention” – a “deliberate strategy centred on a strong digital core.”
Digital transformation, regeneration, reinvention – there’s quite the frisson of excitement where it’s happening … but I do foresee a problem that few are talking about …
… the digital elephant in the room is …
… where are all the IT Project Managers coming from to manage all these HUGE IT projects?
In a recent blog, TOP 3 WAYS TO RETAIN IT PROJECT TALENT AND HOW TO REMAIN EFFECTIVE WHEN YOU CAN’T I shared a Director People’s story of how a candidate had flipped this perennial interview question and asked, “Where does the company see me?”
There must be something in the air! This week, another HR Director called to canvass my thoughts – An applicant had trumped this by asking … WHERE DO YOU SEE THE IT PROJECT MANAGEMENT INDUSTRY IN FIVE YEARS?
Great question! BIG QUESTION!
Like us all, the candidate was mindful about the impact of AI, but there’s an exciting prediction from the “Future of Project Management” (a collaborative “living” thought leadership initiative) about where Project Management might fit within organisations by the end of the decade – read on to find out more!
Isn’t it beautiful when an IT Project team execute and implement with total cohesion from top to bottom? When colleagues become team-mates, and when leaders understand who they are leading, I think a team becomes almost unbeatable. LESSONS FROM A LEGEND The passing of the legendary footballer Sir Bobby Charlton, which is fairly fresh news […]
The “Crucible Moments” podcast is a fascinating listen, especially as Roelof Botha (whose thoughts are the inspiration for this blog) isn’t the main subject. He plays the role of presenter; the main guest is Jack Dorsey (former Twitter CEO who now runs the financial services company Block). The central narrative of the podcast is the evolution of Block from its origins as Square, and how they created Cash App, a ‘third’ option, which is now responsible for half of Block’s revenue. The strategy of expanding the number of options for consideration was instrumental in helping Block identify and eliminate what wasn’t working and focus on more profitable projects.
Empowerment, autonomy, ownership – these buzzwords have rattled around for a few years now in relation to IT Project talent.
Most project managers, business analysts (etc) would agree that they have the power to schedule their own time, track their own progress and tasks and choose how they work, to some extent. It usually leads to improved performance – after all who knows how to do a job better than the person who does it day-in, day-out?!
What if you could take this improved individual performance and amplify it across your whole project or portfolio?
Interesting perspective from a Chief Experience Officer, Sandy, on how her organisation is making decisions – “we’re like a car that’s forgotten it has a steering wheel and more than one gear”.
I love this metaphor. I can see the car missing turn offs and short cuts and the noise and smoke from driving along in first gear!
What she means is that when the project team faces a challenge, or has a strategic decision to make, instead of weighing up what the problem really is and what would be best, it is culturally beholden to the in-house resources it already has at its disposal.
Sandy thinks it may be a hangover from the pandemic.
I suppose we all managed with what resources we could lay our hands on, became insular in our thinking, even adopting a scarcity mindset as we adjusted to the changing reality.
Despite the slow economy and provisional estimates which suggested lower mergers and acquisitions (M&A) activity at the start of 2023, there were 365 mergers and acquisitions involving UK Companies during Quarter 1 (Jan to Mar) 2023 according to the Office of National Statistics.
There were inward M&A (foreign companies acquiring UK companies) in Quarter 1 2023 was £12.7 billion; and the total value of outward M&A (UK companies acquiring foreign companies) in Quarter 1 2023 was £2.9 billion.
David writes blogs based on his many years in Project Management and also on ideas from the team here at Stoneseed. Light-hearted, insightful and funny, David’s blog cover all things Project Management, Leadership, Best Practice, PMO, Business Analysis and of course Project Management as a Service.
Most IT Project Management teams are masters of the technical aspects of the project – all the i’s are dotted, and the t’s are crossed, the business case is clear and delivered (on paper at least) but what about the people who you need to implement your project on a day-to-day basis?
Is Accountability Strangling IT Project Innovation? Why is it, with VERY public IT projects, that when they fail everyone seems to want to wash their dirty laundry in front of all to see? Accountability, apparently. Public interest. It\’s public money. The public has a right to know what went wrong. From Public Health IT to […]