of these big programs do fail at the execution stage
and when they do, the executive owns the outcome. The problem is that projects withÂ the highest visibility are usually the ones you have the least visibility into. With so manyÂ moving parts, theyâ€™re the hardest to monitor and manage.
We call this the Law of Inverse Visibility
The more visible the project, the less visibility you have into whatâ€™s going on with it.
Theyâ€™re the hardest to monitor and manage. Why?
Your internal people canâ€™t see everything thatâ€™s going on. They have little or no experience with engagements like this, there are too many moving parts, and your people are typically operating in silos anyway.
Your technology vendors can help some, but they donâ€™t have full visibility into the people and processes around your implementation. Besides, theyâ€™re hardly an independent third party.
You donâ€™t have full visibility into the project either, but you do have the full responsibility for its outcome.The last thing you ever want to hear a CEO say is, â€œI didnâ€™t know what was going on in my company…â€ Especially, when you consider that 70-80% of these big programs fail at the execution stage.
How do you beat the Law of Inverse Visability?
First, you want a small, independent team of very senior people whoâ€™ve overseen projects like this before, know exactly what to look for, and can report directly to you.
Second, you want people on that team who have sat on both sides of the table â€“ as management consultants and as senior business executives.
Third, you want full access to the best tools and frameworks for these major change initiatives. Some are tools the Big 4 firms wonâ€™t use, because theyâ€™d rather do things the old way to keep their billable hours up.
This three-pronged approach is what makes pmX so unique and so effective. Thatâ€™s why senior executives at some of the worldâ€™s best known companies partner with pmX on some of their toughest change initiatives.