I want to talk about some words – specific words, but in order to do this I’m going to start with a big generalisation.
The important thing about words is that they have meanings. Because words have meanings we are able to communicate about all sorts of objects, ideas, concepts and whatever other entities, things or stuff we want to talk about.
I have been involved in projects and programmes for a long time. Long enough that I sometimes think I can smell the state of a programme when I am first engaged on it. By smell of course, I really mean pick up certain small aspects of behaviour that give me a feeling of confidence or concern.
Imagine you are working on a project and it is going to finish late. It is a scenario that many of us will be familiar with. Is the project a failure? That depends. There are many situations in which a project is late. There are many situations in which a project – or at least a properly defined and well run project looks late, but isn’t. This happens when we confuse aspirations with plans.
There are many reasons projects and programs get in trouble. Problems we are all familiar with include: poorly defined goals, lack of sponsorship, ineffective prioritisation and access to resources, and when there is no drive to make progress. I have been involved in lots of projects in my career, and I’d love to say every one of them was a success, but it would be a lie. Quite a big lie. I have been in projects with every one of these problems, sometimes all of them.
A few years ago I went back to the town I went to school in. I met up with some friends I had been to school with, (a long time ago!). When I met my friends they were sitting with an old man who I vaguely recognised. It turned out he had been a teacher at my school. We had a very pleasant evening reminiscing over old times. I enjoyed the company of my old teacher.
Like many people who post on LinkedIn, I am deeply interested in the development of leadership and management disciplines - how we can continue to make them better. One way we can improve the way we work is to identify best practices and then apply them more widely. And this seems to be a commonly accepted approach. I want to express a bit of scepticism about this approach.
I’m about three quarters of the way through Proust’s magnum opus In Search of Lost Time. This novel has somewhat over 1.2 million words. It’s long - very long - and rather little happens in it. It is made up of a series of relatively trivial events bound together by the author’s observation and comments on those events. It’s not Game of Thrones.
I can try to give you a simple explanation of the book: “self-obsessed, sickly, rich guy’s musing on life and love in early twentieth century Paris”, but such a simple explanation hardly gives you a flavour of the book. I can’t really give you a good simple explanation of the book. You need to read some of it if you want to get a sense – and quite a lot of it to get a real understanding.
The stakeholder universe is becoming ever more complex for organizations. It has always been a challenge to determine which groups of stakeholders to focus on. Current trends are exacerbating this.
Traditionally there were three main types of stakeholders organizations had to consider. Firstly, there were the owners and funders of the business, such as shareholders and banks, ensuring their needs were being met by the organization’s performance and strategy. Secondly, there was the internal audience of staff and work colleagues, making sure they were motivated and understood the organization’s direction. Thirdly, was the external audiences of customers and suppliers, making sure they were happy to keep buying and supplying.