...the messiness – and gloriousness – of human nature, the people that populate projects, their uniqueness, traits and characteristics, need to be understood and harnessed to the benefit of the project. To understand these traits you need the power of human empathy, to harness them, you need the power of leadership - so I argue with a little help from the story of the Apollo 11 Mission Control who, in 1969, landed astronauts on the Moon and brought them back safely to Earth.
There’s a refrain in the world of seismic hazard preparedness: earthquakes don’t kill people, buildings do. Projects of transformation fail because the ‘mechanics of the delivery’ is malfunctioning, governance weak, business change management inexistent, all affected by bad planning. Here I set out the ‘mechanics of the delivery’ that must be put in place to keep projects from failing.
Francesca Valli collaborated with PWN Global for a webinar on the strategies and practices of change. We like PWN Global because the work they do, the spaces they create, accelerate the coming about of gender-balanced leadership in business and society. Read on to see what the attendees learnt…
…here’s our founder Francesca Valli on how she got started in business, why the next generation of women should look at a future in technology and why gender diversity is key to a socially just world. She also talks about her charity fundraiser - The Gherkin Challenge - and why she is proud of her connection with the NSPCC.
Management consultants and authors Paul Hunter and Stuart Orr have asked Francesca Valli to contribute to a book on ‘backcasting the corporation’, to be published by Routledge, Singapore, in 2019. Her selected topic? Change in the age of AI. Read on for a taster of what her contribution will be…
Delivering business change is difficult and brings to vast failures. These are in-real-life case studies based on my interventions with organisations undergoing change. I describe their outcome and give tools and tips that have worked well with me, time and again.
A forensic analysis of progress: short, sharp and concrete, these are thequestions to put the programme leaders on the spot. In Part 2 of the 'How to Fail Quickly' series of articles, I show that with the right questions and the ability to act as a unit to get to the answers, a steering board can keep a programme from failing.