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O P I N I O N
W hen we think of improving, we often turn to project management. It makes sense. Projects are how money flows into and out of our organizations, and it seems like the natural location to recover lost dollars for our bottom lines. As an industry, we generally leave a lot of money on the table and drive up costs with our lack of effectiveness in management and training. Greater than project management
Without talent, we can’t serve clients, and we have no business. There is no way to separate them, and everything we do needs to support and enhance this relationship. The reality for most organizations, however, is that a much greater effort is spent on client development, engagement, and relationship “We have historically relied on salaries, bonuses, and the prospect of a handful of employees being able to ‘one day rise to the top’ as organizational investments and motivators. These do not have the effect they once did.”
Effective contracting, timely monitoring, reporting, and invoicing, as well as holding the line on scope, schedule, and budget until we receive a change order, is essential. However, this is really only a “fourth quarter” strategy. Focusing solely on these project details is also exhausting, requires almost perfect execution, and leaves too much to chance. If we are looking for greater growth and profits, we need a high-level of project and business acumen for sure, but that alone is not enough. To succeed today and into the future, we also need an equally high-level of acumen when it comes to fulfilling our mission, and in how we treat our people, which is the focus of this piece. OUR FUNDAMENTALS ARE OFF. Most organizations to- day are under-invested on the “talent side.” The “talent-client” relationship is fundamental to business. Without clients, we have no business.
Peter Atherton GUEST SPEAKER
See PETER ATHERTON, page 10
THE ZWEIG LETTER December 10, 2018, ISSUE 1275
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