Blog Archives

Functional Advocacy: A Sense of Foreboding in Strategy and Innovation

Part 2 of 4 in a series Something has to change. There it is, out in the open. Of course, it’s a reality that wrings anxiety from the stoutest heart. Pushing expectations forward seems troubling, but what’s the alternative? More

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Posted in Innovation Management

Functional Advocacy: A Sense of Absence in Strategy and Innovation

Part 1 of 4 in a series Turn your mind’s eye to the history of innovation implementations in your organization. Do you see a line of progressive success stories? Has each produced efficiency and value in the daily routines of

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How Agile Project and Critical Chaining Can Fit in Traditional IT

Previously, I encouraged the use of critical chaining estimation when creating project network models as opposed to traditional project pathing. The Agile Manifesto value to which that discussion pertains is: Customer collaboration over contract negotiation The ‘customer’ in this case

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Proposed Innovation in Financial Management Decisions

I hate to get down on financial managers but why is IRR still being used?  The fact that the presumption of reinvestment at the same cost of capital as when the project started is ludicrous should be enough to convince

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Process Innovation: Critical chain project networks better suited for Agile project management

Whereas critical pathing in traditional project networks helps focus a project on those activities that could impact the delivery schedule, the structure imposed is too detailed, too rigid, and does little to integrate resource commitments. Critical chains integrate resource commitments

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Posted in Innovation Management

How Mandates Create Fear not Tiger Teams

Tell me if this is the typical scenario when some cross-functional mandate is prepared for release into the “wilds” of your business jungle.  Rumors of the change raise the hackles on necks of each department like the distant roar of

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Let Innovations Flow Across the Enterprise

From my experience in line production, use of external software and especially software provided in a service model, is disruptive to the prevailing paradigm. Competing alternatives were limited to self-hosted or local computing applications. Even when acquired by the largest

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Posted in Innovation Management