Building a corporate project management system
When a company runs dozens of projects at once, informal coordination stops working: deadlines slip, budgets drift and the board loses sight of what is actually being delivered.
Blog
Selecting project management software for the enterprise
Software bought to fix coordination problems tends to amplify them instead, unless the company first decides what to automate, which class of tool it needs and how project data will reach the accounts.
Why CRM implementations disappoint, and how to fix them
A customer relationship management system is a database, not a sales method, and most disappointing rollouts trace back to that confusion rather than to the software itself.
IT service management as a mirror of organisational maturity
How a company handles a broken laptop or a failed server update says a great deal about how it is governed, and the route from firefighting to managed IT services runs through decisions only owners and executives can make.
Measuring management inefficiency in corporate structures
Stalled approvals, duplicated oversight and meetings that decide nothing never appear as a line in the general ledger, yet they consume payroll and delay revenue in every growing company.
Standardised management systems and competitive advantage
An ISO certificate on the reception wall proves that a company follows documented procedures, which is also true of most of its competitors, so the strategic question is what the system adds beyond the badge.
Strategy as a working tool, not a document
A revenue target for five years from now tells managers where the company wants to be, but not what to stop doing on Monday, and that gap is where most strategic plans quietly die.
What team building exercises can and cannot fix
Rope courses, escape rooms and cookery classes can make colleagues like each other more, but they leave conflicting targets, unclear responsibilities and broken hand-offs exactly where they were.
Value-based management for executives
A business can report rising sales and a healthy net profit while earning less on its capital than investors could get elsewhere, which is the gap value-based management is designed to expose.
Working effectively with management consultants
Most consulting engagements that disappoint go wrong before any adviser arrives, in a vague brief, an open-ended scope or the absence of anyone inside the company who owns the result.