Posts Tagged ‘ complexity ’

The Power Of Simplicity

There are times that I marvel at the value that a simple model provides. And yet we often go out of our way to make things difficult, to be as detailed and comprehensive as we can. Rather than looking for what is essential, we ask for everything. Yet simple models can have surprising depth behind them. And they can be extraordinarily powerful in helping to make sense of complex situations.



The Decisions Sponsors Have To Make

Being successful as a sponsor requires being attentive. We need to show up, pay attention and provide active support. Where this doesn’t happen, projects fail. Sadly, every once in a while, projects fail anyway. The challenge for sponsors is determining what to do next.



The Myth of Best Practices

I’m a process geek. You might safely assume, then, that I would be a fan of “best practices.” You would be very wrong. Best practices generally aren’t. Unlike the promised intent, there is usually more than one best way to proceed in a given situation. We ignore that at our peril.



Doing The Work We Were Meant To Do

We want to do good work. We aspire to do amazing, transcendent work. That doesn’t happen very often. When it does happen, it is very good indeed. What is critical is recognizing what allows us to actually do it.



Simple Is Hard. It Is Also Essential.

How we deal with complex problems is challenging. Our minds evolved to take shortcuts and make things easy. There is a lot of danger in doing so when we confront truly difficult situations. We need to find simple—but not simplistic—ways of communicating complex and complicated relationships and information.



Process Can’t Compensate For Culture

Process is appealing. It provides structure and guidance and rules and boundaries. The challenge is that organizations are messy and complex. Projects are difficult. They require work and adaptation. You can’t just take process from one place, apply it to another, and expect it to work properly. You need to do something else.



Wrestling With Strategy & Change

Virtually my entire career has been, in one way or another, focussed on the creation of change. I am not a status-quo kind of guy. What I’ve learned about realizing strategy and managing change in organizations.



Uncertainty Makes Us Deeply Uncomfortable

As a rule, we have a deeply complicated and ambivalent relationship with uncertainty. Which is awkward, because by its nature uncertainty is complicated and ambivalent. So that makes for a whole new level of complication.



Webinar – Embracing Uncertainty: Managing Complex Change

Project management is all about planning and control. Plan the work, and work the plan. The problem is, this only works well when you know exactly what you are producing, and can fully define the process of getting there. While this is possible for many projects, it is not possible for all. This is not…
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Startup-By-Numbers: Where Has The Creativity Gone?

I got into an interesting debate with a colleague a little while ago over lunch, about whether or not processes are relevant when organizations are starting out. The specific basis of this debate was a discussion around the business model canvas framework described in Business Model Generation, which I’ve been writing a lot about.



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