Synopsis: Imperatives are the core values of the management team and the foundation stones of corporate culture. To influence corporate culture, leaders need to bring clarity and consistency to their imperatives.
This post is part 2 in the Cultures Cog’s series of posts. Click here for – Part 1
As a follow up to my discussion on the topic of "culture's cogs" I thought I would dive a bit deeper into each of the cogs. In this post I'll explore the issue of imperatives. As noted in my origina...
Read More
Quality Management
Culture’s Cogs
Synopsis: Imperatives, expectations and feedback are the mechanisms through which management's desire for high performance are translated into a functioning corporate culture.
Regular readers will know that I've been studying corporate cultures over recent months. My goal is to understand how corporate cultures come to be and what management teams can do to shape positive cultures (i.e. cultures that improve quality and productivity while simultaneously lifting employee engagement, morale and...
Read More
Christmas Blunderland
The following entry is a record in the “Catalogue of Catastrophe” – a list of failed or troubled projects from around the world.
Christmas Blunderland - UK
Project type : An assortment of Christmas themed entertainment parks
Date : Nov-Dec - 2008, 2013 and 2014 Cost : Unknown
Synopsis :
One definition of success is "meeting or exceeding expectations". Satisfy expectations of the customer or stakeholders and the project is viewed as a success. Fall short of expectations and no matter how go...
Read More
IBM
The following entry is a record in the “Catalogue of Catastrophe” – a list of failed or troubled projects from around the world.
IBM (International Business Machines) - USA
Project type : Organizational performance improvement and strategic realignment
Project name : Roadmap 2015
Date : 2010-2014 Cost : Unknown
Synopsis :
Most of the projects noted in the catalogue were aimed at producing some form of product or tangible deliverable. IBM’s “Roadmap 2015” initiative is a little different; it...
Read More
Sinking of the RMS Tayleur
Following entry is a record in the “Catalogue of Catastrophe” - a list of failed and troubled projects from around the world.
White Star Line
Project name : RMS Tayleur
Project type : Passenger ship
Date : 1854 (filed under historical failures)
Cost : Unknown
Synopsis :
The sinking of the White Star Line's Titanic on her first voyage is one of the world's classic disaster stories. What few people know is that the Titanic was not the first passenger liner sailing under the White St...
Read More
J.P. Morgan Chase & Co.
The following entry is a record in the “Catalogue of Catastrophe” - a list of failed or troubled projects from around the world.
J.P. Morgan Chase & Co.
Project type: Financial risk analysis tool
Project name: New Synthetic Credit VaR (Value at Risk) Model
Date: Sep 2011 (project) - Apr-Jun 2012 (operational failure)
Cost: Approximately $6B
Synopsis:
Sometimes the mightiest of the mighty is humbled by the meekest of the meek. Microsoft Excel may not be the most grandiose sof...
Read More
Bait and switch
Lesson Learned: Take control over the key players vendors assign to your contracts
Category: Contract Management
The following post is a “Lesson Learned” that comes from the analysis of the failed projects documented in the “Catalogue of Catastrophe” or from the experiences the editorial team have had working with clients around the world. The post is published here to spark discussion and help organizations think about what it takes to improve project success rates.
In today’s compet...
Read More
Social Learning
Being something of a Systems Thinker, I often find myself reflecting on events to see if I can understand the cause and effect relationships that drive the outcomes we attain. Working in the field of education, that interest has caused me to look deeply into the way individuals learn and how different modes of teaching achieve different outcomes.
When we think about training we typically think in terms of training classes, academic courses and the ubiquitous two day workshop. Despite the prom...
Read More
Revisisting Deming
Most people who have been through basic management or quality management training will have been exposed to the work of Edwards Deming. Known particularly for his work in helping Japanese companies establish a quality culture, Deming is regarded as a founding father of the quality movement. Although Deming is best known for his use of process improvement as a tool for improving quality, Deming’s thinking covered a considerably broader view of the organization.
One of Deming’s greatest contrib...
Read More
The Process Fallacy
As many readers will know, the idea of “continual process improvement” is a pillar of the quality management movement. By improving processes, the root cause of problems that allow mistakes to be made can be eliminated, thereby allowing the organization to produce higher quality goods and services.
Although the idea of continual improvement started in the manufacturing sector, in the mid 1990’s the idea gained ground in the IT sector as well. Models such as the Capability Maturity Model (CMM)...
Read More