project management, process, promise, Toby Elwin, blog

Project management is not a process, but a promise

A project introduces something new.  New requires change from what was to a promise of what will. The project deliverable, or promise, undertaken without a process is a leap in the dark. No sane person will take a leap in the dark without some promise or rational premise of: What will be, What it will cost to get there, and How long it might take to get Process reduces risk. Project management process reduces project risk and reduced risk increases a project’s success rate.  The project goal enables the firm goal and the project promise enables organization promise. A project launched to a promise to deliver on time, on budget, and within scope relies on a team of people to manage project process, but does not hold project process above the promise. Process as hope Project management is a reliable, repeatable process to …

carbon cycle, systems theory, root cause, organization development, Toby Elwin, blog

Root cause and critical path, that’s organization development

What is organization development? Yes organization development: Training and Leadership development and Coaching and Performance management and Change management and Communications and Organization design and Competency models and Strategic planning and really so much more It is almost more confusing than helpful to really say what organization development is. This challenge spills over when I am to bring organization development with me to look at a performance management plan, but told not to touch incentives, coaching, or talent development. Or asked to provide change management, but not allowed to meet with the top of the house to identify communication points or told not to touch skills-gap analysis, training, or performance management. When I look at an organization, a department, a team, or an individual, I see each in a frame of the system they work within.  The general characteristics of a …

mergers and acquisitions systems thinking, Toby Elwin, blog

Mergers and acquisitions systems thinking strategies, part 3

Systems thinking strategies for mergers and acquisitions (M&A) provide better integration valuations and post-merger operations. With mergers and acquisitions systems thinking the organization’s view is made of several components that interact with each other while simultaneously act as part of a whole. Systems theory helps explain dynamic interrelationship of several parts, beyond information technology or back office functions. Mergers and Acquisitions Systems Thinking No matter the motive for M&A the real work comes with integration.  A systems view for organizations presents organizations as dynamic entities that continually interact with their environment.  Workforce efficiencies, scale efficiencies, combined technology, and market expansion commonly fall under the synergy tag. Synergy seems like a hollow word, but synergy attempts to describe cost efficiencies that occur when companies consolidate into 1 company through a merger or acquisition.  Post-merger integration is where the components disrupt or combine to create a new …

monkey, board of directors, meeting, Toby Elwin, blog

Mergers and acquisitions systems thinking strategies, part 2

When evaluating merger integration risk the reality is true integration risk identification can only happen with an evaluation of systems integration. Without front-end, due diligence on human capital integration then too often the deal becomes a post-merger write-off. The result: wasted opportunity, multiples on paper only, and “synergies” left back on the deal table or with the executive hand-shake.

Zander, symphony, orchestra, Toby Elwin, blog

Mergers and acquisitions systems thinking strategies, part 1

I transitioned into a human capital focus gradually over my career.  My collected experiences just overwhelmingly led me to realize without commitment, understanding, and ownership you have little hope of individual, team, or organization success. What on earth brought about a mergers and acquisitions systems thinking approach? Well where we are usually has a lot to do with where we’ve been AND not just where we’ve been, but if we noticed. Conduct Becoming of Systems People and motivation began to have impact as early as my conducting studies at Berklee College of Music.  As a conductor you need to create a compelling vision that you rely on others to deliver to. As a conductor I will never be as technically proficient as the first violinist [an interesting piece on the role of the first violinist] or the horn player or harpist. …