Our method of engaging clients is chained to the past. We need to move forward into the future by creating collaborative value networks as customers and client have changed. They have changed geographically and across the globe. Our clients have changed in a global environment where rapid advancement of technology and new business models have been introduced and business disruption is the new normal and society and technology growing at a faster pace than organisation and corporation can adapt.
Our clients through social media are already informed of the services and products they require and are now looking for value and customer experience in the services and products they require. Their paths to purchase have changed. In the old approach the customer was at the bottom of the chain. In the new approach of creating collaborative value networks, our focus is the customer and the customer / client is the centre point. The focus on the client /customer will encourage collaboration and dialogue leading to redefining of services and products.
Changing to a collaborative value networks means removing the traditional constraint in our business and the way we engage and work with our clients. Not changing is not an option anymore. If organisations do not change the consequence is stark. Organisation who understand value creation and craft client experience and change, will in the long term end up with organisations that are more adaptable and agile business creating trust and transparency with their clients.
Context recognition and understanding and acting on it, is critical to effective project delivery. The key then is to develop a habit of context awareness. In being aware, you can anticipate changes to your project environment. In this way, you're always thinking just one step ahead in any given situation or environment, and can be able to adapt accordingly. Cultivating this skill is especially helpful when your project context may shift or change in subtle or major ways, or in an instant in a project.
An enhanced customer experience, the result of a designed customer journey will be the differentiator from other providing similar project service. Designing a customer experience in projects require us to transform the way we “engage our clients” and transforming the way we “engage our teams”.
Are our projects making our clients successful? Are we making them competitive; are we enabling them to get their products & services in time to market while they focus in their core business and strengths? These are some questions we need to ask ourselves and our team.
Firms that do not change to meet the expectation of the customers and clients of the digital age in a slow growth economy will find themselves disrupted. It will only be a matter of time. As Brian Solis states: “There will be an Uber for every industry”
We are now into the 21st Century and the Knowledge Economy beget the Digital Economy where Social, mobile, real-time, and other disruptive technologies have aligned necessitating dramatic changes within organizations, forcing them to adapt in order to maintain relevancy. This digital transformation is significantly driving real change within businesses where new models, team structures, and customer-centered philosophies are being developed quickly to stay afloat.
To address these changes Flexibility is key in project delivery asbusiness move towards lean processes and agile business practices, reacting swiftly to a rapidly changing landscape where PMsembrace risk and keep on learning in an ever changing business climate.
Leadership in projects management is having a mature understanding of the project intent and the business objective of the project and having a clear picture of the project and owing the customer/clients issue Key to project leadership is flexibility in project delivery reacting swiftly to a rapid changing landscape and providing the client an enhanced project management – customer experience.
The difference between ordinary & extraordinary is just that little “extra”- little extra is Leadership which turns project management service into providing customer-centric personalized project management experience.
Leadership is that “little extra” in Project Management. What is your opinion on this? I would like to hear from you.
Work-Life is about life itself. To work you need to live. We spend most of our life at work than our life activities, next comes sleeping. So live life while at work or at play.
As one website says it very clearly “Work and Life is not Black and White” it is all Gray. Integrate work and life and see your life change.
To have an refining effect on team members is to recognize the difference in gender, race, generation, culture, education, values, and economic background and rising above it and recognizing that we are human and we have an obligation to be humane to one another.
The only true success in project delivery is in our clients’ success. We deliberately stubborn to be client / customer focused and adapt new methodology to create sustainable value by enhancing client experience & Innovating the Project Delivery. Partnering is key to business – service providers being relevant in the digital economy we work and play. Slower growth in the age of adaptation will require an new urgency wherein companies have to transform their project delivery through partnering and thus change their business to stay relevant in the digital economy.
