G A recent Gartner user survey shows that, while large IT projects are more likely to fail than small projects, around half of all project failures, irrespective of project size, were put down to functionality issues and substantial delays. Small is beautiful — or at least small projects are easier to manage and execute.
By Jon Huggett Jun. A collaboration he had nurtured was in disarray. We talked through the history of the collaboration and ultimately spotted what we thought could be the root of the problem: His organization had sprung from the partner years earlier.
Subsequently, he invested time with the chair from the other organization to hear his concerns.
Then they each went back and opened up the conversation with their respective executive directors. For me, this experience exemplified the fact that power is the secret sauce of nonprofit collaborations.
Great collaborations between organizations achieve more than either organization could achieve by itself. This is true on an organizational level and a personal level, as relationships naturally grow and evolve over time.
Sometimes, organizational and personal issues are one and the same. And sometimes the breakdown is irrevocable, and each party regretfully—and usually wrongly—walks away thinking the other was ultimately too uncollaborative. The true nature of the problem Over the past year, I have interviewed dozens of collaborators all over the world, at the request of a group of Australian nonprofits whose leaders wanted to better understand what effective collaboration looked like before working closely together.
I observed many effective collaborations. I also observed an assortment of dysfunctional ones, where leaders and others privately confided that they felt the other party was uncollaborative.
The last time someone called me uncollaborative was when I engaged—and enraged—a fellow board member. This person had been perennially late to and ill-prepared for many regular meetings.
In this instance, she had not been a full participant in discussions leading up to a hard-won board decision regarding donations from the board members themselves. I was angry, and I admit that my words that day were impolite.
I asked her why, since she was clearly the richest person on the board, she had donated the least out of all of us. She did not respond in kind but later emailed the rest of the board members saying I was uncollaborative.
The real issue, of course, was power. I was out of line in my remarks, but my sin had not been lack of collaboration, it had been to challenge her power and call out her abuse of it.
We both could have done better. I served many years on the board of global project, where an executive director urged us to be more collaborative.Nov 30, · 10 Reasons Why Strategic Plans Fail. Some organizations go through the motions of developing a plan simply because common sense says every good organization must have a .
What he found is that there are four key reasons why groups, organizations and even whole countries make disastrous decisions with regard to change. A failure to .
Failure Causes Statistics: Diseases do not exist, only sick people do exist. Most of the stakeholders, consultants and project managers have made up their personal opinion about the ultimate causes of failure of IT projects.
Business Why Groups Fail (Hint: For the Same Reasons that Nations Fail) To solve the problem of abuse by power-hungry leaders, the first step must be the adoption of a worldview that makes it obvious.
A most enlightening article, I came across the article by accident as I was looking for some ideas as to why projects/process change initiatives fail because, I am dealing with that issue right now.
Jan 07, · My conversation with Michael Gale on the trials and tribulations large companies still face on their journeys towards digital transformation. Michael is a partner at PulsePoint group.