SIM (Strategic Initiative Management)
Crafting and implementing complex programs, innovative projects and critical change efforts that make a competitive difference and bottom-line impact.
Case studies, research, best practices, lessons learned, insights and advice.
All organizations have key "influencers" who can help bring a project to life — or stop it dead in its tracks. Here's some advice on how to identify and persuade four types of influencers — Top Dogs, Gatekeepers, Gurus and Players — to move your initiatives and ideas forward.
Anna Schlegel has led global technology initiatives for Cisco, VMware and Xerox. Author of a new book about the theory and practice of expanding into international markets, she shares insights on globalization and tips for managing and measuring distributed teams.
Artificial intelligence and advance machine learning, virtual reality, conversational systems, and digital platforms are among the top technology trends that will be strategic priorities for most organizations in 2017, according to research presented by Gartner.
When organizations base their decisions on desires instead of data, it usually backfires. Here are four important actions that executives, PMO directors and program leaders can take to improve the predictability and success rate of their software development and enhancement projects.
Practical, applicable checklists, guidelines, frameworks, templates and tools.
Change management requires continuous communication, active sponsorship, stakeholder buy-in and tailored training. Project leaders can use this spreadsheet-based assessment tool to evaluate their organization's change readiness and to provide guidance on better preparing for change initiatives.
By bridging strategy with project and portfolio management, integrated roadmaps help organizations make decisions that align with long-term goals and deliver more significant innovation, from NPD to IT efforts. This five-step guide to building a roadmap covers needs and drivers, products and capabilities, delivery gaps, and resource opportunities.
Do your change initiatives create high levels of uncertainty, frustration and wasted effort? Is the human side of change valued through coaching, communication and recognition? This review template can help executives, project/program managers and implementation teams evaluate the effectiveness of change leadership in their organization.
Assumptions can introduce significant risk to projects. Whether assuming someone is responsible for a task or all implications of a change are understood, they lead to scope creep, delays and outright failure. Use this collaborative spreadsheet as a risk mitigation exercise to uncover assumptions about your initiatives before they do serious damage.
Thought-leaders and practitioners share their experiences and techniques.
Strategic initiative management requires leaders who bring five critical competencies to the role, from relationship-building to good decision-making. Here, Jack Ferraro discusses each of these skills, and why it is more important than ever to develop them and position yourself as an effective strategic initiative leader. [30 min.]
David Anderson discusses this week’s Modern Management Methods conference in San Francisco, which focused on helping executives and managers make better decisions in the face of 21st Century complexity and uncertainty, including tracks and interactive workshops on Lean, Kanban, risk and more. [16:30]
How do organizations prevent improvement intiatives from losing steam? George Schlitz says leaders need to create “safe yet effective disruption” by identifying processes and policies that are getting in the way of effective change and then developing new approaches that support the desired values. [13:20]
Author and coach Esther Derby chats with Dave Prior about creating work environments where individuals and organizations can succeed, including dealing with the concerns and contradictions that often arise during change initiatives. It starts with “adult” conversations that acknowledge the emotional as well structural impact of change. [21:20]