Whenever we introduce change, we introduce risk. However, whilst most transformation risk registers document the activity risks, few consider the planned benefits risk that may arise from the change itself.
How can leaders assess how capable or willing their teams are to embrace change? Having buy-in on the ‘why’ of change can often be challenged by teams' readiness – and willingness – to adapt.
Change is difficult to communicate well and puts us all in the same boat whether or not we all want to be. But are we all rowing in the same direction and how do we put all our effort into navigating the rough seas ahead?
The role that data plays in transformation is increasingly critical – both the data we know exists in organisational silos and the ‘unknowable’ data that can be leveraged to land a successful transformation.
Has change management’s role shifted from a ‘nice to have’ to a need to have for organisations that continue to adapt to a VUCA world?
Without a doubt, project delivery has been deeply challenged as the pandemic caused widespread disruption and forced many business leaders to accelerate programs and technology projects to pivot to the new ways of work.
Project failures are hardly a unique phenomenon - in fact, most projects are far more likely to fail than to succeed. Here are 10 reasons projects can fail.
It’s a fair bet that few businesses have been spared the scale and speed of change or uncertainty resulting from the impacts of COVID-19. As the road ahead remains opaque, should we be stress-testing project fundamentals?
It’s not uncommon for projects to fail, however having a recovery plan ready to go from the start is just good governance.
We are collaborating with the Data Science Institute from UTS to help our clients access the brightest minds in data science, artificial intelligence, and machine learning for their data and digital projects.