Fresh Look – Is a series of articles taking a look at common topics to try to come up with some new ideas and insight into problems that seem to repeat themselves across many organisations.
In a world of information overload, it is very easy to lose sight of what matters, and that makes the vision even more important. In this post, we visit the old vision statement chestnut. Everyone loves talking about visions and leadership but when the opportunity comes to put them into practice within a programme environment, quite frankly most of them are about as much use as an umbrella in a wind tunnel.
In this article, we briefly reflect on a topic that is at the source of most programme failures due to not establishing a vision that people understand and genuinely commit to, is a core source of programme failure.
Getting change management to “bite” is really tough, all the training in the world will not make it happen without providing the energy to gain momentum. This is an area that we have specialised in and delivered on a number of occasions for clients.
In this case study, we gained one of the prestigious TJ Awards awards for the management training and development programme at Cheshire West and Chester Council.
The Aspire Academy team who delivered the assignment were Robert Cole and David King.
This video outlines how we designed and implemented an approach that pulled together a disparate group of change people across a number of sites into a coherent and functioning organisation.
I had always thought of the Victorian era as our golden age. I was disappointed to find out that most of the investment was by entrepreneurs rather than our government, and most of them ended up broke as a result of the altruism. Therefore, the only people making money out of infrastructure appeared to be the builders.
The golden age of UK infrastructure investment was the 50’s and 60’s – an era pre-dawn of Thatcherism. That was when big decisions and actions were taken on motorways, power stations, schools and infrastructure. It is the period we remember for the demise of railways and not much else, so history has been very unkind to that generation.
It was also an era of nationalised industries and high levels of government controlled investment. Apparently, the countries that have the highest levels of infrastructure investment tend to be a little light on the democracy side of things, hence the conclusion that democracy is killing our infrastructure.
By chance, I have come across this excellent youtube video which looks at mega project failure and provides an interesting insight by Michael Hobbs into a major tunnel project in Seattle.
I hope you enjoy it
Let’s face it, we wouldn’t be human if we didn’t make mistakes, and we have seen many in our time. In the early stages of maturity, there are many common errors that people make when delivering programmes.
In this video Rod Sowden (Aspire Europe MD) focuses on the most common errors that cause the biggest problems in the early stages of maturity, and how to avoid them.
Fresh Look: Is a series of articles taking a look at common topics to try to come up with some new ideas and insight into problems that seem to repeat themselves across many organisations.
Is your programme exhibiting any of these characteristics:
- Project issues dominate the programme board
- Unidentified risks start to materialise a bit too quickly
- Benefits are rarely discussed
- The BCM lacks authority or purpose
- Many uncontrolled or unclear dependencies between projects and other initiatives start to manifest themselves
- Decision making is ad-hoc, reactionary or just slow
- Stakeholder resistance begins to increase and programme loses supportProgrammes either lack momentum or feel like a roller coaster
If that is the case, your programme probably does not have a blueprint, and is probably out of control.
In this article, we liken a programme a yacht and explain how it is not what you see on the surface that is providing the control, it is what happens below the waterline that is important. If your programme is exhibiting any of these characteristics then the article is for you.
Both APMG Change Management and Prosci offer certification programmes for people seeking to know more about change management. In the recent times, these are increasingly seen as alternatives or competitors and many potential candidates want to know how these offers differ. This white paper written by Chris Moore and Robert Cole (Managing Director for C4CM), should help you decide which one is right for you.
If you find the article useful – please let us know
This is a really interesting article posted on the NAO blog that looks at the major lessons from programmes and projects in the last few years.
The depressing thing is that most of the causes of failure are really well known and documented and yet we still keep making them, which suggests that people leading programmes and projects are either:
- Too arrogant to think they wont make the same mistakes, and then promptly do
- Too lazy to actually go out and investigate other peoples experiences, most of it can be found on google so they don’t even need to get our of their chairs
- Too dim to be able to process and implement the advice they are being given.