We live in an age of disruption, where new IT-driven models of commerce are ripping the heart out of the High Street, and transforming whole markets. What makes this possible is the rapid development of new IT solutions, linked to businesses that are adapting to the new technology; they are ready to deliver value.
Many of these disruptive organisations are new, though – starting from scratch, with the business built around a new, technology-driven business model.
Are existing businesses like dinosaurs, doomed to extinction as this comet of disruptive technology hits their world?
Some have already died out, and others will follow, but it’s a big world, and those organisations willing to evolve quickly can still prosper, I believe, if they address business change in an integrated way.
I was recently asked to help the University of Cumbria develop a new project management course for a major client, and in doing so I reread a lot of published wisdom on project management, illustrating it with case studies from my own experience.
The mismatch between the published wisdom (around which that client operates) and my experience of successful projects, is in business readiness to create value from the project. This is CORE to success, not a bolt-on at the end, I have found.
The published project management bodies of knowledge mention business engagement in the right places; it’s the emphasis that is wrong, as they are largely derived from major engineering activities. In the world of business change, the short timescales and return demanded on investment put business readiness at the heart of all successful change, and quite quickly, corporate survival.
Solicitors, accountants – take a look at estate agents!