Most of us aspire to be part of a high-performing team who collaborate and support one another to be effective and productive, and deliver outcomes that bring business benefits.
Whilst Sir Ernest Shackleton wrote to The Times announcing his Imperial Trans Antarctic Expedition—more commonly known as the Endurance expedition— it is the almost certainly fictional advert to recruit a crew that has captured the public imagination in recent years.
“There is no such thing as a single-issue struggle because we do not live single issue lives,” Audre Lorde.
Engagement helps drive action on projects.
Following on from our previous blog on why assurance matters more than ever for project success… A question we’re often asked is how to get started and introduce project assurance management practices into an organisation, which has previously no experience of this, in order to develop traction and understanding.
There has been a lot of talk about the ‘Great Resignation’ post-pandemic.
Waterfall was dead.
I worked within Shell projects and engineering for 38 years, managing portfolios locally, regionally and then globally.
The net zero 2050 objective mandates companies to decarbonise their business quickly and effectively.
Firstly, what is agile? The easiest way that I can explain to organisations and teams what being an agile organisation is, is through imagining a cat (stick with me)… A cat leaps from a tall building, twists and turns, adapts to then land on its feet safely.