Project Management

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How To Develop a Useful “Why” Statement

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Asking why you’re embarking on a project before you begin raises the project’s chance of success. But “to our continuing surprise, we often discover these teams have not even discussed, let alone agreed on, why they are pursuing the project,” write Karen A. Brown, Nancy Lea Hyer and Richard Ettenson. But producing a good “why” statement often requires both a lot of work and heated debate.

Courtesy of Under Armour

Which Strategy When?

Markets are changing, competition is shifting and businesses are suffering or perhaps thriving. Whatever the immediate circumstances, corporate managers ask the same questions: Where do we go from here, and which strategy will get us there? To figure out when it makes sense to pursue strategies of position, leverage or opportunity, managers must understand their company’s immediate circumstances, take stock of their current resources and determine the relationships among the various resources.

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Image courtesy of Flickr user gak.

Flat World, Hard Boundaries – How To Lead Across Them

While technological innovations have revolutionized the workplace, it is ironic that relational boundaries — obstacles to productive human interactions — remain largely unchanged. This article identifies five types of such boundaries, and suggests that all five of them may be overcome when collaborative and creative leaders engage in six boundary spanning practices: buffering, reflecting, connecting, mobilizing, weaving and transforming.

Image courtesy of Flickr user Lee Jordan.

From “Trust Me” to “Show Me”: Moving Sustainability at Shell Oil From “Priority” to “Core Value”

The timeline of energy development projects now is largely driven by sustainability and social performance issues, says Marvin Odum, president of Shell Oil. That’s prompting innovations in how the company involves external stakeholders, incentivizes employees and drives changes throughout the entire energy industry.

Image courtesy of Flickr user Nathan Eal Photography.

Why Companies Have to Trade “Perfect Data” for “Fast Info”

Companies have been trained to think about data all wrong, say Attivio’s Ali Riaz and Sid Probstein. “Analytics don’t have to be based on super-precise data,” they say. “The report doesn’t have to be perfect. It needs to capture the behavior, not the totality of it.”

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014-Technology-500
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Is Your Company’s IT a Strategic Asset?

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What kind of IT strategy does it take to prosper in today's increasingly digital economy? Peter Weill, chairman of the MIT Sloan School of Management's Center for Information Systems Research, explored this question in a recent interview.

03-Strategy-500
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How to innovate in tough times

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It can be a formidable challenge to make sure your innovation projects continue to prosper at a time when many company budgets are shrinking. A recent article from Knowledge@Wharton summarizes recommendations from a panel of experts who spoke at Wharton -- on the topic of how to sustain technology innovation, specifically, during tough times.

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Does Knowledge Sharing Pay Off?

The benefits of knowledge management are often accepted as a given, but its role in producing specific desired outcomes is not well known. Recent research employs survey-based and qualitative analysis to determine the effectiveness of various knowledge management methods in driving and supporting new product development.

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Leading Laterally in Company Outsourcing

As service and product outsourcing become more commonplace, new organizational forms are emerging to facilitate these relationships. Chase Bank has created “shared services” units that compete with outside vendors to furnish services to the bank’s own operating units.

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