
When transformation is concerned, performance and success are directly tied to proficiency in four disciplines.
Most organizations devote the bulk of their energy to managing current business. fine. but no organization can survive by putting off decisions that determine what it will do to move from effective today to immovable tomorrow. ongoing excellence is a decision.
Developing a new generation of products, reinventing a service, expanding a market and optimizing operations are all growth projects that are regularly delayed or aborted for fear of making the organization fragile, spending rather than investing. Benefits management is crucial to all transformation projects: it’s their lifeblood.
Day-to-day management is one thing. Managing a single project because it’s new, complex because it’s strategic and sensitive because it concerns the organization’s very future is another. The shortest distance from decision to development isn’t a straight line, but what guarantees its success by protecting it from any aggression.
Resistance to change isn’t a myth. Luckily, neither is the power of enthusiasm. The one thing about all projects that drive organizations is that they're driven by their people. It’s what’s wanted, what’s planned, what’s worked on and what’s managed. The benefit of that management is that it influences attitudes and channels energy.