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People Change

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Future Tsunami Pt3: Is AI Outsourcing on Steroids?

    Many of the firms with expanding AI offerings were embracing Outsourcing during 2000-2010. The fit seems natural: AI improves the pitch for outsourcing by improving the offering; many of the organisations have mature capture-transition-operate capabilities in place to move business operations; and finally as most Business Process Outsourcing offerings already leverage straightforward automation
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Future Tsunami Pt2 – Automation drives process obsolescence

With the rapid growth of automation, has Process Management had its zenith? Process Management has become the lens through which industry is understood by the majority who own and work in our organisations. It underpins advice given by consultants, forms organisations around its workflows, drives cost reductions and introduces efficiency. It has allowed industrialised production,
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Future Tsunami Pt1 – the Coming of Automation

This post is the first part of a series on the impact of Automation, AI and Deep Learning.   Some changes appear from out of the blue. We can prepare ourselves for the unexpected, but can’t preempt the change. there are others we can anticipate. For many of those big transformations there are early signs; a gathering
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The IKEA effect – overestimating the enthusiasm?

The IKEA effect: an equal threat to change as “not invented here” but surprisingly little addressed in IT transformation. Why?
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Mind the gap, (ignore the chasm)

On joining a running programme or project one of your first actions as the incoming consultant is to get hold of the case for change and check for chasms. Surprisingly for such a large object, they tend to hide themselves in plain sight.
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Ashamed of the present, ready for the future?

In her blog Heather Stagl recently addressed the effect of change on people’s feeling of self-worth and on feelings of shame; in particular focusing on a key observation by Brené Brown in her ACMP 2016 Conference keynote:   “The #1 cause of shame at work is fear of irrelevance. The #1 cause of fear of irrelevance is change.”
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Flip the org chart

Picture an organisation chart. Chances are it looked something like the one here.   Some are prettier, some more unwieldy, some flatter, some impossibly dense with interlocks and dotted lines. One thing they all have in common is that they are “vertical”. Even for so called “horizontal” organisations it’s vertical, just a lot less tall.
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Is Change Management the Torx of Transformation?

As strategy adapts to address the coming transformational storm of digital, Change Management has never been more needed, but is it offering solutions or just recycling the same problem?
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It’s not resistance

resistance /rɪˈzɪst(ə)ns/ the refusal to accept or comply with something. synonyms: opposition to, hostility to, aversion to, refusal to accept, unwillingness to accept, disinclination to accept, reluctance to accept, lack of enthusiasm for This isn’t a post on re-branding. It doesn’t suggest cosmetic updates. It doesn’t search for a new buzzword. It recommends a rethink on
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The Sponsors Who Don’t

Fail to engage your sponsors and you will fail to deliver the project. Making assumptions on the enthusiasm of your sponsors is fatal. At best you’ll be missing vital support, at worst you’ll need to manage a destructive force.
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IT Transformation – Welcome to the machine

The rapid growth of Project and Programme Management frameworks for the delivery of IT projects has empowered a wider section of the organisation to realise transformation. These frameworks have increased predicability in outcomes of our projects, and by doing so have enabled Sensing/Thinking MBTI™ personality types to become the key drivers of our projects. For the
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The platform is fine… so where’s the fire?

The burning platform, an analogy for action that cannot be avoided and a strong indicator of an organisation that doesn't know how to change.
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Continuous Change – Is this our destination?

Reading the current output of the major research organisations, it’s clear that we are navigating a time of change. Understanding the challenges we face, the need for agility in leveraging opportunities presented and addressing rapidly evolving threats requires a shift in the way we currently view change.
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Project Sponsors: MIA

Failing to leverage sponsors is the leading cause of change failure, bar none.
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Death by 1,000 communications

I’ve noticed a recent trend for internal communications teams to publish articles, videos and messages asking for less communications. Aside from irony of these efforts’ methods, which we can leave until another day, this raises an interesting question: do we really have too much communication?
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Change Management – oil tanker captains need not apply

A body will preserve its velocity and direction so long as no force acts on it. We learn this principal long before we learn the law that describes it. We instinctively understand this for physical objects around us, and for ourselves. We prepare our hand to catch a fast moving object, we anticipate the outcome
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The contract as a project initiation document: are we missing something?

During a recent conversation with a project manager, we covered the lifecycle of the Statement of Work (SoW). We discussed the usual ground of the challenge in collecting the habits, old wives’ tales and superstitious practices that makes up a sizeable percentage of working processes and got to the stage of discussing the move of
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Request for Solution: are the days of the RFP numbered?

The Request for Proposal (RFP) represents the bedrock for procurement activities to outsource business processes, operations and development.
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