Projects and Operations: why an amicable separation is best for both (first published: December 2004) Introduction Projects and Operations are quite distinct sets of activities that, when mixed, can cause unnecessary havoc with the management of each. They have different resourcing requirements, require different management styles and have different objectives. Projects are time-constrained and initiate [read more...]
Past Articles
Articles published in past editions of our monthly newsletter
Have you ever been in a situation where the promised benefits are exceeded by the cost of achieving those benefits? Or, worse, when the promised benefits do not materialise at all? Unfortunately, these situations occur more often than we would like to admit but this does not mean that we should abandon change management. Nor [read more...]
You’ve attended the latest strategy workshops, learnt all there is to know about leadership and returned to your Not for Profit organisation all fired up and ready to go. Now what? Implementing strategy is probably the most perplexing problem facing organisations today. There are vast fields of business school research investigating why it is so [read more...]
May 032011
Many Not for Profit organisations think they are proactive but they are not. Most are reactive, yet your stakeholders want you to be proactive. In my personal research the resounding sentiment is that NfP stakeholders want their not-for-profit to be more proactive with them. They want more help, they want to be contacted more frequently [read more...]
What happens when the ideas you use are not fit for purpose? Last week I and some 124 other people attended the StrategyNZ workshop to determine our vision for New Zealand in 2058 and how to get there. The first question that must be asked, why 2058? The second, why not? It’s as arbitrary as [read more...]
