Martin Reeves, Arthur Boulenger, Adam Job

Organizations tend to neglect or downplay the ingenuity component in change initiatives. Leaders often prefer instead a simpler, mechanistic view of the world, which assumes they can easily specify and control actions using project management techniques. Moreover, organizations are often averse to change. Ideas like “breaking the rules” or “reinventing the organization” are less accepted in typical projects—and a departure from the norm will often be discouraged and deemed risky or inefficient. Finally, it’s easy to underestimate organizational complexity and the need for simplification.

As a result, organizations fall under the illusion that well-established and codified project management methods will suffice. But this approach poses the risk of excluding experimentation, fast learning, adaptation, and innovation—ultimately potentially leading to project failure.

Like this content? Why not share it?
Share on FacebookTweet about this on TwitterShare on LinkedInBuffer this pagePin on PinterestShare on Redditshare on TumblrShare on StumbleUpon
There Are No Comments
Click to Add the First »