![]() Research by the Project Management Institute (PMI), the Economist Intelligence Unit (EIU), and Forrester Consulting over the past year has identified several critical issues for successfully delivering bold change that materially impacts the role that the PMO can play. (Organizations use a range of terminology to describe their PMOs in this article, PMO refers to an enterprise-level unit that works on a portfolio of strategic initiatives across the organization.) However, the role of the PMO within the company must, in turn, become more strategic, and it must develop its capabilities accordingly. Too many senior executives have trouble getting the information they need-when they need it-to make the frequently necessary adjustments and course corrections that in today’s business environment are critical for ensuring that large strategic initiatives will deliver their target impact.Ī program or project management office (PMO) can play a crucial role in helping enable this by actively supporting the implementation of key strategic programs. The difficulty is widely attributed to shortcomings in leadership, but, in reality, it is largely associated with ineffective engagement. Still, many companies struggle to successfully implement those initiatives. Virtually all senior executives know this, and they devote significant attention and focus to defining and developing major strategic initiatives. In this environment, the ability to develop and implement new strategic initiatives and change gears rapidly is becoming a key differentiator. A two-speed economy-rapid growth in emerging markets, slowing growth in developed markets-means that companies must execute in an increasingly complex world. Customers are more empowered than ever before. Digitization hastens the pace of business. ![]() ![]() Globalization increases the scope of competition. Technology, Media, and Telecommunicationsįor many businesses today, generally only two things are certain: greater uncertainty and an accelerated pace of change.
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