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.
Authors: Adam Job, Arthur Boulenger, Martin Reeves
Source: “Boston Consulting Group (BCG)”
Subjects: Change Management, Management, Project Management
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