The ingenuity needed to thrive in 2020 means seeking out and welcoming many different perspectives – so now is not the time for complacency when it comes to diversity and inclusion, writes Emma De Vita Back in June, the founder of the World Economic Forum, Klaus Schwab, coined the term ‘The Great Reset’, urging us to rebuild societies, work, education and the economy in a better way.
As the economic recovery begins, there’s hope infrastructure projects will provide a major boost.
It is almost a truism that large-scale public projects frequently fail to achieve intended objectives and deliver anticipated benefits.
Many of the common causes of project and programme failures* and project success factors are related to the work carried out by sponsors including effective governance, creating a link with strategic priorities, articulating a clear vision, leadership and stakeholder engagement.
Project professionals are faced with a volatile, uncertain, complex and ambiguous world – as if anyone needed reminding of that in 2020.
As we move out of the crisis phase of the coronavirus pandemic and bed into the ‘new normal’, embracing new ways of thinking will lead to better outcomes for people and projects alike.
Project professionals all set out to deliver successful projects, but the list of issues derailing projects and programmes outnumbers the digits on our hands.
Most leaders tell me their most urgent need is for greater organisational agility and innovation.
I am really grateful to everyone who contacted me with thoughts and comments after the first blog on RAG status, a tool not a weapon.
The Hy4Heat programme is exploring the decarbonisation of gas networks through establishing if it is technically possible, safe and convenient to replace methane with hydrogen in residential and commercial buildings.