A common mistake in the running of large-scale projects at big organizations is that nobody’s running them. The project becomes everybody’s responsibility, and therefore nobody’s. So when things go wrong, panic sets in. This is easily avoided first by putting one person in the role of project lead, second by calmly, rationally using mistakes as learning opportunities-tracing the causal chain to the root of the problem, then figuring out together how to solve it.
(gentle relaxing music) … - Often when I walk into a startup environment, … or really any kind of corporate environment, … my job is to asks questions, like okay, … why did this happen or who's responsible … for these kinds of things and what I find all the time … is that there's no one owner for a major project. … This whole notion of like oh we're all responsible for. … But of course if we're all responsible for it, … nobody's responsible for it. … So one of the companies I used to work with a few years ago, … their product release was 18 months late, 18 months late. … And there's this question, how did that happen. … And really it comes back to that … there was just no single owner. … And so every time it was late it was late for a good reason, … and they're always good reasons. … But nobody was responsible for re-forecasting, … stepping back, and really understanding … the pieces and parts on the inside … and how that was going to land in a predictable outcome … because businesses run on predictable outcomes. …
This course includes videos from:
Dan Pontefract, author and chief envisioner at TELUS
Robert S. Kaplan, president of the Federal Reserve Bank of Dallas
Stephen Miles, founder and CEO of The Miles Group
Kelly McGonigal, health psychologist and author
Alisa Cohn, executive coach
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