“There is a difficult transition in management from being the knowledgeable expert and the problem solver to becoming a process architect. The importance of good process in organizations is undervalued and people seldom get credited for putting good processes in place. It makes sense therefore that C-level executives don't want to delegate expertise and problem solving tasks which help them to "shine" and attract widespread recognition.” PeopleHelpingProblemDifficultImportanceManagementShiningRecognitionMake SenseArchitectProblem SolvingExpertiseKnowledgeable Author:Yves Doz
“Companies tend not to recognize that the way global projects have to be organized and run is fundamentally different from how co-located projects are managed. Everything is different in global projects from the need for organizational stability, a shared strategic context driving the project, the building of a competence in dispersed working, greater focus on planning the project to the need for trust between sites. Yet, most firms merely transfer their co-located best practice to a global arena. This will inevitably result in problems, delays and cost overruns.” DifferentProblemRunningFocusBuildingDrivingPlanningFirmStabilityCompetenceOrganizational Author:Yves Doz