Managing the portfolio series: Recognising the need to change - Six telling signs
The first in a series of four thought-leadership reports from APM’s Portfolio Management Specific Interest Group that will provide practical insight into the role of portfolio management. This is a highly prized capability that brings the ability to balance organisational change priorities with operational activity to ensure that the overall strategy delivers.
In today’s world, organisations and senior executives face more and more challenges due to the increasing number and complexity of changes. However, although this may be nothing new, the range of drivers for change is increasing at a faster pace than ever. The consequences of this are often seen in extra pressure on decision-makers, who are charged with utilising scarce change focused resources on the right priorities for the organisation. There is no silver bullet to address this challenge, and every organisation must seek the right answers within its own context and culture.
This series of reports will step through four key stages of thinking, providing meaningful insight into the practical issues facing leaders of change across all industry sectors. The reports challenge existing thinking and provide a fresh perspective on what makes portfolio management successful in delivering corporate strategy.
The four reports are:
• ‘Recognising the need to change: six telling signs’
• ‘Making sense of all of the change and gaining visibility: clearing the fog’
• ‘Prioritising and compromising: shaping the pathway’
• ‘Leading and optimising the change: delivering the overall prize’
This first report, ‘Recognising the need to change: six telling signs’, provides insight into the ‘telling signs’ that highlight the need for effective portfolio management. I am sure that you will find it useful, and I look forward to hearing your thoughts and views.
The more diverse your team is, the more impressive its problem-solving and decision-making skills will be.
Good governance is about how people behave. These behaviours need to be set from the top.
Andrew Wright presented in late September to around 25 APM North West Branch members in Warrington The session introduced the work of the JWG and the key points of its findings.