Many organisations struggle with managing more than one change initiative. This presentation provides insights from research and practice in leading organisations in Australia.
This presentation was delivered at the October 2014 Change Management conference in Canberra, Australia.
Too often environmental, social and governance (ESG) initiatives are simply looked at through a compliance and risk management prism. But this ignores the real opportunity that embracing and managing ESG issues presents - that of enhancing business value. This presentation lays out the service value chain and brand value linkages while illustrating how strong ESG performance translates to superior market performance.
In their first jointly organised conference, the Portfolio Management (PfM) SIG and Benefits Management (BM) SIG hosted around 80 people at the ETC in Hatton Garden, London on 6th March for a packed agenda of speakers, workshops and other interactive sessions.
IT Financial Management Series - Part 2: Drive financial transparency across ...UMT
This webinar is the second part of the IT financial management series. In this webinar, Charlie Curcio, IT CFO shares his experience in driving financial transparency across the application portfolio.
Too often environmental, social and governance (ESG) initiatives are simply looked at through a compliance and risk management prism. But this ignores the real opportunity that embracing and managing ESG issues presents - that of enhancing business value. This presentation lays out the service value chain and brand value linkages while illustrating how strong ESG performance translates to superior market performance.
In their first jointly organised conference, the Portfolio Management (PfM) SIG and Benefits Management (BM) SIG hosted around 80 people at the ETC in Hatton Garden, London on 6th March for a packed agenda of speakers, workshops and other interactive sessions.
IT Financial Management Series - Part 2: Drive financial transparency across ...UMT
This webinar is the second part of the IT financial management series. In this webinar, Charlie Curcio, IT CFO shares his experience in driving financial transparency across the application portfolio.
A.T. Kearney reached out to more than 2,000 executives, business leaders, and heads of strategy functions to discuss their thoughts on the state of strategy today. Our findings indicate that while most leaders continue to believe in strategy, the return on their strategy initiatives has largely eroded over the past decade. In fact, when asked what it takes to secure a prosperous future, more than 80 percent of executives consider agility as important or more important than strategy when it comes to securing a prosperous future. Fortunately, the findings also point to promising ways to reclaim strategy—including using future-focused tools and techniques and engaging the organization in strategy formulation.
There are many articles on the sustainability of the watchmaking, jewelery, lifestyle and luxury industry. Very often, they target large publicly traded groups and well-established iconic brands. Unfortunately, they forget that our industry is mainly made up of small and medium-sized businesses. And these SMEs face the same problems, but with clearly different means.
Today, H. Sturzenegger & Sons has created a specialized team of consultants and offers professional services in assessment, measurement, implementation and monitoring of sustainability policies to SMEs of all sizes and for each budget. Indeed, the protection of our planet is not the monopoly of large groups, nor of iconic brands, but it is the responsibility of all, including SMEs, employees, shareholders and everyone, in our daily life. Fewer speeches, but simple, precise and most effective actions.
Below you will find our own approach, in total compliance with the UN’s “17 ESG criteria” and the OECD’s “Sustainable Manufacturing Green Toolkit”.
Keep calm and carry on – How to run a data migration in the middle of lockdown webinar
Tuesday 20 October 2020
presented by
Andy O'Dell
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/keep-calm-and-carry-on-how-to-run-a-data-migration-in-the-middle-of-lockdown-webinar/
Current Reality - Business Case for the Need of Project ManagementDr. Mark Willis
While most organizations may have some form of a Program Management Organization, it is still important to understand why effective project management is needed. This introduction will walk new and experienced users through the current reality of the global market and justify why project management is needed.
In their first jointly organised conference, the Portfolio Management (PfM) SIG and Benefits Management (BM) SIG hosted around 80 people at the ETC in Hatton Garden, London on 6th March for a packed agenda of speakers, workshops and other interactive sessions.
Material Engagement (with suppliment included)Nawar Alsaadi
Material Engagement is the missing link between the sharp growth in ESG aligned assets, and the lack of progress on many of the pressing environmental, social and governance issues facing humanity today. The sustainability priorities of Material Engagement are grounded in human rights by virtue of its focus on the 2030 UN Sustainable Development Goals (SDGs). Furthermore, by linking the SDGs to SASB’s Materiality Map, the Material Engagement approach provides the legal, commercial, and strategic impetus for companies to make the SDGs a reality. Said another way, Material Engagement is an approach that combines the heart (SDGs) with the brain (SASB) thus birthing a new sustainable business reality, one that’s rooted in human rights, and guided by the power and genius of private enterprise. In addition to its powerful intellectual and moral foundation, Material Engagement offers a turn-key sustainability engagement solution, with relevant KPIs, scope and milestones blueprints, clear timelines, escalation pathways, and communication methods. Material Engagement is the missing link between the world we have, and the world humanity deserves.
Environmental, Social and Governance (ESG) investing is bringing a new lens to the world of traditional investment management. ESG is increasingly becoming a key decision criterion within the institutional and retail channels as investors seek to ensure that their investments align with their values. In this webinar, we will provide a unique understanding of distribution trends driven by ESG criteria vital to product development and sales strategies for Asset Managers.
Broadridge has partnered with MSCI ESG Research to provide Asset Managers with access to ESG factors for funds. On this webinar, we will provide a detailed overview of ESG investment trends as well as present an overview of a unique set of data that provides ESG transparency on more than 27,000 funds.
Environmental and Social Due Diligence ESG AssessmentsRSM GC
Leading player in Energy and Sustainability Services
Led more than 500 sustainability service offerings( CSR, EIAs, LCAs, CDM, Environmental Finance etc.)
Sectors( Energy and Infrastructure, Mines and Metals, Manufacturing, Habitats, Forestry, Agriculture) and
Geographies (India, Srilanka, Thailand, Philippines, Indonesia, Nigeria, Kenya, Tanzania)
Clients (Governments, Multilaterals, UN, Business groups, NGOs)
Delivered more than 500 million USD benefits to clients
Operating across India, South East Asia and Africa
Integrating the UN Sustainable Development Goals into sustainability performance requires new organizational approaches and methods.
Presentation given to Society of Petroleum Engineers, Gulf Coast Section Study Group, Houston, TX October, 2016
A.T. Kearney reached out to more than 2,000 executives, business leaders, and heads of strategy functions to discuss their thoughts on the state of strategy today. Our findings indicate that while most leaders continue to believe in strategy, the return on their strategy initiatives has largely eroded over the past decade. In fact, when asked what it takes to secure a prosperous future, more than 80 percent of executives consider agility as important or more important than strategy when it comes to securing a prosperous future. Fortunately, the findings also point to promising ways to reclaim strategy—including using future-focused tools and techniques and engaging the organization in strategy formulation.
There are many articles on the sustainability of the watchmaking, jewelery, lifestyle and luxury industry. Very often, they target large publicly traded groups and well-established iconic brands. Unfortunately, they forget that our industry is mainly made up of small and medium-sized businesses. And these SMEs face the same problems, but with clearly different means.
Today, H. Sturzenegger & Sons has created a specialized team of consultants and offers professional services in assessment, measurement, implementation and monitoring of sustainability policies to SMEs of all sizes and for each budget. Indeed, the protection of our planet is not the monopoly of large groups, nor of iconic brands, but it is the responsibility of all, including SMEs, employees, shareholders and everyone, in our daily life. Fewer speeches, but simple, precise and most effective actions.
Below you will find our own approach, in total compliance with the UN’s “17 ESG criteria” and the OECD’s “Sustainable Manufacturing Green Toolkit”.
Keep calm and carry on – How to run a data migration in the middle of lockdown webinar
Tuesday 20 October 2020
presented by
Andy O'Dell
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/keep-calm-and-carry-on-how-to-run-a-data-migration-in-the-middle-of-lockdown-webinar/
Current Reality - Business Case for the Need of Project ManagementDr. Mark Willis
While most organizations may have some form of a Program Management Organization, it is still important to understand why effective project management is needed. This introduction will walk new and experienced users through the current reality of the global market and justify why project management is needed.
In their first jointly organised conference, the Portfolio Management (PfM) SIG and Benefits Management (BM) SIG hosted around 80 people at the ETC in Hatton Garden, London on 6th March for a packed agenda of speakers, workshops and other interactive sessions.
Material Engagement (with suppliment included)Nawar Alsaadi
Material Engagement is the missing link between the sharp growth in ESG aligned assets, and the lack of progress on many of the pressing environmental, social and governance issues facing humanity today. The sustainability priorities of Material Engagement are grounded in human rights by virtue of its focus on the 2030 UN Sustainable Development Goals (SDGs). Furthermore, by linking the SDGs to SASB’s Materiality Map, the Material Engagement approach provides the legal, commercial, and strategic impetus for companies to make the SDGs a reality. Said another way, Material Engagement is an approach that combines the heart (SDGs) with the brain (SASB) thus birthing a new sustainable business reality, one that’s rooted in human rights, and guided by the power and genius of private enterprise. In addition to its powerful intellectual and moral foundation, Material Engagement offers a turn-key sustainability engagement solution, with relevant KPIs, scope and milestones blueprints, clear timelines, escalation pathways, and communication methods. Material Engagement is the missing link between the world we have, and the world humanity deserves.
Environmental, Social and Governance (ESG) investing is bringing a new lens to the world of traditional investment management. ESG is increasingly becoming a key decision criterion within the institutional and retail channels as investors seek to ensure that their investments align with their values. In this webinar, we will provide a unique understanding of distribution trends driven by ESG criteria vital to product development and sales strategies for Asset Managers.
Broadridge has partnered with MSCI ESG Research to provide Asset Managers with access to ESG factors for funds. On this webinar, we will provide a detailed overview of ESG investment trends as well as present an overview of a unique set of data that provides ESG transparency on more than 27,000 funds.
Environmental and Social Due Diligence ESG AssessmentsRSM GC
Leading player in Energy and Sustainability Services
Led more than 500 sustainability service offerings( CSR, EIAs, LCAs, CDM, Environmental Finance etc.)
Sectors( Energy and Infrastructure, Mines and Metals, Manufacturing, Habitats, Forestry, Agriculture) and
Geographies (India, Srilanka, Thailand, Philippines, Indonesia, Nigeria, Kenya, Tanzania)
Clients (Governments, Multilaterals, UN, Business groups, NGOs)
Delivered more than 500 million USD benefits to clients
Operating across India, South East Asia and Africa
Integrating the UN Sustainable Development Goals into sustainability performance requires new organizational approaches and methods.
Presentation given to Society of Petroleum Engineers, Gulf Coast Section Study Group, Houston, TX October, 2016
Portfolio Management is widely viewed as the high point of the project management ladder. Our presentation provides more clarity on its benefits including supporting strategic goals for organisations, while also monitoring and managing multiple portfolios successfully.
Post Merger Integration Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 2000 hours of work. It is considered the world's best & most comprehensive Post Merger Integration Toolkit. It includes all the Frameworks, Tools & Templates required to increase the value creation of your Mergers & Acquisitions. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
This presentation was given by Martin Samphire of 3pmxl (and Chair of the Governance SIG) to delegates at the APM Governance SIG's autumn conference entitled "Achieving change successfully - why good governance matters". This conference took place on 1st October 2015 in London.
Matt Williams and Merv Wyeth
Why PMOs need to be strategic - and what you can do about it
PMO and Value
APM PMO Specific Interest Group Conference
London, 25 Oct 2016
Challenging the HR Community to Think in Terms of ROIWorkforceNEXT
Learn how Energy HR Leaders are using ROI to show senior executives and other stakeholders the value of human capital.
Sasol's presentation will showcase:
•By using ROI data proactively to influence and determine investment in HR programs and show HR alignment, contribution, and results in terms of monetary [$] value.
•Speaking the financial language of CFOs and other executives by showing the impact, including ROI, of a variety of HR initiatives.
Trends and insights into current project, programme and portfolio practices. Presented by Michael Cooch, PWC Director (PPM) at APM Governance SIG event on 12th February 2014
Increasing Project Success through Project Management Maturity Based on ISO 2...PECB
The webinar presented has introduced the main project management methodology which project managers use nowadays. The methodology is based on best ISO 21500 practices. In addition, the presenter has provided useful information to the audience, in regards of survey findings and facts which PMs can use in their daily activities.
Main points covered:
• Short introduction of the project management methodology ISO 21500
• PM maturity, PM organizations
• Results of project survey including fact and findings
Presenter:
The webinar was presented by John Roos is project –en program manager on consultancy bases. He has an extended experience in many fields a.o. Business Improvement, ISO 27001/ISO 21500 and Total Quality Management (TQM).
Link of the webinar published on YouTube: https://youtu.be/ziqybFGtJDo
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
5. The Research Shows…
$100 billion were invested in projects in the
State of Victoria over the past decade without
any evidence of improvement in their strategic
goals
Leading organisations admit
that as few as 10% of their
strategies are implemented
¾ of mergers and
acquisitions never
pay off
Projects Success: On-time On-budget
Standish
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1994 1996 1998 2000 2002 2004 2006 2009
Successful Challenged Failed
Project governance in
Australia is highly
dysfunctional
Low performing organisations
complete only 36% of change
initiatives successfully
40% of an organisations resources
are spent on strategic initiatives yet
top executives pay little attention
6.
7. P3M3 Maturity Levels
0
1
2
3
4
5
Control Governance Benefits Stakeholder Risk Financial Resource
P3M3MaturityLevel
AVERAGE Project mgt Program mgt Portfolio mgt
2013 Maturity Levels – 2nd best agency
0
1
2
3
4
5
Control Governance Benefits Stakeholder Risk Financial Resource
P3M3MaturityLevel
AVERAGE Project mgt Program mgt Portfolio mgt
2013 Maturity Levels – large agencies
0
1
2
3
4
5
Control Governance Benefits Stakeholder Risk Financial Resource
P3M3MaturityLevel
AVERAGE Project mgt Program mgt Portfolio mgt
10. Ideation
Customers
Partners
Markets
Scans
Open Source
Business Intelligence
Competitive Intelligence
Internal Database
Staff
Idea Generation
Ideation
Events
Data
Mining
Individual
Input
Initial
Screen
and
Review
Ideas Portfolio
Management Idea Transition
Strategic
Fit
Meets
Current /Future
Customer
Needs
Competitive
Position
Concept
of
Operations
Revenue
Potential
Feasibility
and
Risk
Analysis
of
Alternatives
Investment
Cost
And
Funding
Streams
Enterprise
Capabilities
Business
Plan
Virtual
Prototype
Worthiness
Partner
Alignment
Opportunity Pipeline
Business Unit Pursuit
Source: Boeing Corporation
Your resource
capacity
11.
12. The best organisations
PfM3 - Management Control – Level 4 PfM3 - Organizational Governance – Level 5
1. Robust organizational framework for categorizing
initiatives, measuring and monitoring
organizational performance, and measuring
contribution from portfolio
1. Governance of investment management has
moved from a programme/project-centric
process to organization-centric
3. High-level reports on key aspects of portfolio
made available to Executive Board to support
informed decision-making
4. Prioritization within portfolio based on priority of
strategic objectives
6. High levels of operational engagement with
decision-making and direction of portfolio
5. Executive Board has clear accountability for
stability of the organization and actively
manages portfolio to ensure sustainability and
realization of strategic objectives
7. Decision-making based on maintaining
alignment and balance within portfolio,
and its optimal configuration, to achieve
strategic objectives
6. Organization proactively enables, supports and
achieves business process improvement
9. Trend reporting on progress, actual and
projected cost, level of risk, and initiative and
stakeholder confidence, are routinely collected,
reviewed by Executive Board and used for
decision-making
10. Quantitative and qualitative measures and
lessons identified are routinely used to improve
effectiveness of portfolio management
13.
14.
15. IT Investment process
(2011->2012 from $50Mpa -> $27M pa)
The theory … The practice …
‘decibel-driven’ processes
More productive and inclusive
Australia
Employment
projects
Schools
projects
Early
childhood
projects
Help …
16. Key Changes
From ‘tunnel to funnel’
– Concept Definitions (3p)
– Detailed Proposals ($20k-50k)
– logic needed to cull earlier in
the process
• Analysis
– 4R, 6Q Governance
2 template changes
• ValIT Categorisation vs ‘Essential’
1. Doing better things
2. Doing more things
3. Doing things better
4. Keeping our promise
5. Keeping lights on
6. Keeping our job
• Value Risk Assessment (Existing)
– Policy
– Strategy
– Savings
– Risk
Timing 2012-13
Cluster Employment
investment category (Multiple Items)
Value Assessment
Count of cost pa Column Labels
Row Labels
Policy Strategy Savings Risk
Grand Total
implement govt policy 3 3
support govt policy - clear & measurable benefits 2 2
support govt policy - intangible benefits only 4 4
No clear linkage to govt policy 1 1
implement dept strategy
support dept strategy - clear & measurable benefits 6 6
support dept strategy - intangible benefits only 1 1
No clear linkage to dept strategy
ROI > 200%
ROI > 150%, <200%
ROI > 100%, <150%
ROI > 0%, <100% 2 2
no ROI
will reduce dept risk rated High or Extreme
will reduce op risk rated High or Extreme
help reduce dept risk rated High or Extreme 1 1
will reduce dept risk rated Moderate or Low 1 1
help reduce dept risk rated Moderate or Low
help reduce op risk rated Moderate or Low
No linkage to risks
Grand Total 10 7 2 2 21
Timing 2012-13
Cluster Employment unaligned:
Alignment with investment priorities45% 26% 6% 19% 3%
Count of cost pa Column Labels
Row Labels
Policy Strategy Savings Risk
#VALUE!
GrandTotal
0 1 1
1. Doing New Things (Transform) 0%
2. Doing more things (Grow) 2 1 3 10%
3. Doing things better (Enhance) 8 6 2 2 18 58%
4. Keeping our promise (Compliance) 4 1 5 16%
5. Keep lights on (Core) 1 3 4 13%
(blank)
Grand Total 14 8 2 6 1 31
22. Key Take-Aways
• Change’s are a significant investment – treat them as
such
• Understand and develop your organisation’s change
delivery capability
• Prioritise! You cant do everything.
• Create and reinforce a delivery culture
• Don’t kill your change initiatives by under-resourcing
them
• Project sponsorship and governance are core skills for
executives
• Stop initiatives that no-longer deliver any benefit
23. Got a question?
0411 243 568
Michael.young@transformed.com.au
www.transformed.com.au
Editor's Notes
Defining change capability
Why should you care?
Identifying the right initiatives
Case study – what the best organisations do
Effective and sustainable delivery
Change means different things to different people
Commonly people talk about the 2 certainties in life – death and taxes…. I reckon there are three – death, taxes, and things changing!
Nothing stands still – things are always changing…
Market disruptions
From an organizational perspective, changes are managed activities to move the organisation from one state to the next.
Ideally these changes result in achievement of the organization's strategy or an ROI
We tend to see two key aspects in a business, each with a different approach and focus:
Run the business (operations)
Change the business (projects)
With the changing environment and in the world of hyper-competition, there is an increasing focus on changing the business. Time to market is more rapid, cycle times are quicker – just look at common everyday things – media operates in seconds, songs on the radio disappear after a few weeks and are never played again.
We need a systematic way of dealing with all the projects and change initiatives that an organization manages at any given time. And no the answer is not PRINCE 2 or PMBOK just in case you were wondering. I’m not against PRINCE2 or PMBoK, however these standards only describe a singular, individual project – not a portfolio of change initiatives that exists in an organisation.
So if change initiatives are so important, how are we tracking… the research shows a pretty damning picture!
9 % of organizations rated themselves as excellent on strategic change delivery
56 % of strategic initiatives met original goals and business intent.
Organizations are losing $109 million for every $1 billion invested in change delivery.
High-performing organizations successfully complete 89 % of their change initiatives
High-performing organizations waste nearly 12 times less than low performers.
Top executives are not clear about their own company’s strategic initiatives yet up to 40% of the organisation’s resources are spent on these.
Does this look familiar??
But why is this the case?
Organisations are not mature in managing portfolios of change
Selecting the wrong initiatives, or pandering to the executive’s wims
Too many initiatives and not enough resources – prioritising in a changing world when everything is important
being focused is difficult and requires lots of discipline
I have been conducting research with the University of Canberra over the last 3 years to understand the maturity of organisation’s in delivering change.
In 2011 the Government mandated that all agencies undertake a maturity assessment using the P3M3 maturity model.
The average maturity across FMA Agencies is around 2 which is considered ‘Ad Hoc’.
“best-practice” is 3.
The best organisations are 4 or 5.
Remember the stats a little earlier… Low performing organisations complete only 36% of change initiatives successfully…
The case studies I will refer to a little later are from two organisations both of which are operating at level 4. We are conducting detailed case studies to identify what the recipe for the ‘secret sauce’ is…
Now back to the run the business / change the business concept.
I will focus on the portfolio management element - ‘Select the right Initiatives’.
Part of the problem the research shows us is that there is:
A lack of resources
No portfolio management processes
No new product development process
Low impacts (poor outcomes)
Poor cycle times – things just take way too long
High failure rates of change initaitives
When we start to explore the root causes we see a few common themes:
Too many projects
Many projects are small and don’t really deliver any benefit
There is no prioritisation
Projects are not killed when no longer delivery any benefit
Projects just don’t deliver – a poor job is done…
One other thing that tends to occur is that there are always lots of ideas. Many ideas are not good ideas though… The irony is that most innovative organisations (which are often considered the best) are the ones wit the idea problem!
Boeing has developed an ‘ideation’ process to filter and validate these ideas through a series of gates.
In the words of Charles Darwin – only the fit survive!
The rationale is to also ensure that the limited resources the organisation has are only focused on the most important or well considered ideas.
And the result is not surprising…
So what is the answer? Lets look at what the best, high-performing organizations do
I’ll be looking at aspects of case studies from two different government agencies, both of which are operating at Level 4 either for specific elements or across the board.
Firstly we need a direction (oops wrong direction) so we can identify and set priorities.
Without this direction we cant set priorities…
In the infinite wisdom of the Cheshire Cat in Alice in Wonderland - If you wont know where you are going, any road will take you there
Whether we are talking about the entire organisation or just a department or division the best organisations have a strategic plan with a clearly articulated set of goals and objectives.
Think its not possible… think again… From research in NSW and VIC governments – the strategic goals were found to largely not change over a 10 year period.
Secondly we need an investment process
Yes, Change initiatives are INVESTMENTS that the organisation makes. As much as 40% of the organisations resources or funding is spent delivering them… Wonder what the impact is – Imagine if the Government announced that the APS would be reduced by an additional 76,000. Or closer to home, your boss said you have just been given a $40,000 pay cut!
Therefore we need a process to manage the organisation’s investments.
The Former DEEWR had a problem – their IT capital budget was cut in half. In the past they had pretty mcuh enough money to do most of the things they wanted to do.
The theory was that all the projects would be thrown into the mix the right projects would just pop out the bottom. Reality was slightly different. There was horse trading and executive arm-wresting…
To improve the process we made a few minor changes to improve their investment process.
Third activity is to understand the supply and demand of resources and critical skill sets.
Organizations commonly approve projects and other change initiatives based on a budget allocation. Whilst budgets usually translate into staffing, the raw high level numbers don’t add up.
Why try and do a particular series of projects when you don’t have the specific resources to do it… sure you can go and hire contracts but guess what – if you need them, so does everyone else. You will quickly find out that there are either no contractors available, or you will pay 2-3 times you have budgeted.
Engwall & Jerbrandt - Resource allocation syndrome - satisficing rather than prioritizing
The situation is actually counter intuitive:
- it’s the heap of small projects that kill the big projects – yet small projects are often not scrutinized and are approved with little formality
- You get more finished by starting less
Top performing organizations have developed workforce plans and conduct supply/demand analysis of all resources. the most important projects get the resources – the rest get what’s left or nothing.
We are just wrapping up a case study with another smaller Government CAC Act agency.
What is unique there is that head of the Enterprise Program Office is part of the Executive Committee. Even after a change of CEO this position was maintained. When we spoke to the CEO about why she kept this arrangement in place after she started – she indicated that it was due to the large investment that the organisation was making in key changes. Other key comments included:
The EPMO Manager works closely and collaboratively with the CIO, CFO, COO and other executives
Provides visibility to all executives
Executive support of key initiatives is critical
The research also supports this – Top Management Support is the most critical factor for project success
Top performing organisations have some sort of change delivery or project management framework – and it’s a lot more than a bunch of lame templates.
From our case studies- the CEO of the small government organisation had some really interesting insights.
The PM Framework provides:
role clarity for everyone, including the Executives
a consistent approach for delivery and reporting
visibility to executives and promotes transparency across the organisation
a basis for consistent language
Helps to identify workload issues – resource supply and demand
She also mentioned that:
It must be fit for purpose and tailored to the context – an out of the box doesn’t work
Needs to be ‘just enough’ - Goldilocks
Must be matched with a financial system that is sophisticated ‘enough’
I find it rather interesting that many organizations continue to pour money into projects that are either not delivering or no longer deliver something the organisation wants or needs.
One project I worked on I recommended on 3 separate occasions to shut it down. I asked to be moved on to a separate project – the original project ended up ‘fading away’ after having spent 10 times the budget and being more than 3 years late.
Top performing organisations cancel projects if they no longer deliver any benefit.
Change initiative sponsors – critical projects are built into individual performance agreements
Resource suppliers (eg CIO) has supply requirement built into their performance agreement
Getting good people and letting them get on with it
Holding sponsors to account
Public recognition of good project work – Good PM is valued, nurtured and encouraged – examples sent in CEO weekly email