I see it again and again. When they have invested time and energy in a model (tool, framework, method), people have a tendency to make their models more and more complicated. “Let’s add another dimension.” “Let’s deepen the domains.” “Let’s...
Six global leaders confront the personal and professional challenges of a new era of uncertainty. A McKinsey Quarterly Governance article.
It is often said that the principles of great leadership are timeless, or based on immutable truths. But when we meet with the men and women who run the world’s largest organizations, what we hear with increasing frequency is how different everything feels from just a decade ago. Leaders tell us they are operating in a bewildering new environment in which little is certain, the tempo is quicker, and the dynamics are more complex. They worry that it is impossible for chief executives to stay on top of all the things they need to know to do their job. Some admit they feel overwhelmed.
In Switzerland, there are more than 4'000 contaminated sites needing remediation in the next decades. Some of the remediation projects are especially large – over 100 Millions € - and highly complex. On behalf of the Swiss Federal Office for the Environment (FOEN), the authors developed a guideline (in press) to support the authorities which are challenged by such complex projects. After having identified the success factors and key challenges of three sites being currently remediated, a project typology, based on four dimensions (technical, legal, socio-relational and management), has been developed. Further, a complexity grid, inspired by the project complexity model of Kathleen Hass, has been developed, allowing a qualitative identification of the main sources of complexity. Finally, success factors, recommendations and tools for key elements like goal-setting, decision-making and steering, stakeholder-management, project-organisation, participation and communication, planning, uncertainty and risk-management, culture and leadership, are suggested.
Over the past two decades, management consultants and academics at business schools have increasingly stressed what they view as the rapidly increasing levels of complexity and uncertainty in the environment that all organisations have to respond to and many have labelled these conditions ‘ hyper-competition’ or ‘high velocity competition’. To deal with these conditions, consultants and academics have called for organisations to become ‘agile organisations’.
Definition Der ist ein PM-Vorgehensmodell, das in den späten 60-er Jahren von der "US Agency of International Development" entwickelt wurde. Seit vielen Jahren wird die LFA-Methodik auch für die Entwicklungsprojekte und -programme ....
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