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HOUSTON, TX, USA | 5 – 8 NOVEMBER 2017
#PMOSym
PMO17BR316
PMI 2017 Thought Leadership Series: The C-Suite Perspective
Bruce Rogers, Chief Insights Officer
Forbes Insights
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PMI 2017 Thought Leadership Series:
The C-Suite Perspective
Bruce Rogers
Chief Insights Officer and
Head of the CMO Practice
Forbes Media
@Brogers825
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Putting the C-Suite to the Test
Hypothesis: In an era of digital disruption, the C-suite needs to fully
leverage their PMO and foster a culture that supports agility. Doing so will
allow them to rapidly transform their business and operate at digital speed.
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The CEO of every established company, anywhere in the world, wakes up in the
morning worrying about who’s going to disrupt his or her whole business.”
– Duncan Tait, Corporate Executive Officer, Fujitsu
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Who We Surveyed
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Top Industries:
Technology Manufacturing Banking Consumer & Retail Energy
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The Good News
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believe that organizational
agility, or the ability to
rapidly respond to market
conditions and external
factors, is critical to
business success
92%report that proficiency
in agility is most
important for the
implementation of
strategic initiatives
82%agree organizational
agility is necessary
to succeed in digital
transformation
84%
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Case in
point:
• Last year, Walmart rolled out its in-
house mobile payment service,
Walmart Pay, across 4,600 stores
nationwide in just two months—
a feat of both agile software
development and deployment.
• Within months of its launch,
Walmart Pay ranked as the third
most used mobile wallet after
Samsung Pay and Apple Pay,
according to Pymnts.com.
WALMART
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The Bad News
So what is agility and why is it important?
By introducing flexibility and adaptability
enterprise-wide, organizations can:
• Respond faster to fluctuating market conditions
• Improve overall organizational efficiency
• Enhance customer satisfaction
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Only
of executives consider themselves
highly agile
27%
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The Business Advantages of Agility
8
of respondents
say profits and/or
revenue has
improved
because of agility
41%credit agility with
their ability to be
faster to market
50%Say it has helped
with responding to
and meeting
customer/consumer
expectations
47%Of organizations that
characterize themselves
as highly agile have
increased EBITDA by
20% or more
31%
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Case in
point:
• 82-year-old Japanese company.
• Successfully transforming from a
telecommunications hardware
manufacturer into an innovative
connective services provider.
• Investing more than $2 billion a
year in artificial intelligence, the
Internet of Things, cybersecurity,
and cloud computing.
• Driving force behind Fujitsu’s
transformation is organizational agility.
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FUIJITSU
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Impediments to Agility: A Lack of Capabilities
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To what extent does your company’s current culture
inhibit or enable organizational agility?
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Impediments to Agility: Culture
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3 Steps to Cultural Transformation
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1. People Management:
To drive adoption of
agile practices, executives
must communicate with
employees, exhibit patience,
and address employee fears
head on.
2. Procedural overhaul:
Becoming more agile
requires changing
standard procedures,
such as legal and
commercial processes.
3. A new mindset:
Employees must abandon
hierarchical thinking and
embrace common
ownership of smaller and
more nimble projects.
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CEO Commitment is Key
Leaders can promote agility by:
• Hosting educational initiatives
• Offering training
• Setting an example
• Championing the role of the PMO as
a catalyst for agile transformation
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of respondents cite the CEO as the
person most responsible for agility
86%
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5 Types of C-Suite Leaders
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The
Evangelist
1The
Auditor
2The Change
Management
Chief
3The Role
Model
4The PMO
Promoter
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The
Evangelist• Publicly champions the
advantages of agility through
awareness initiatives, training,
and education.
• Provides employees with the tools
and abilities to perform tasks in an
agile manner.
• Evangelizes the mindset change
required for digital transformation.
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1
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The
Auditor
• Accepts the risks inherent in
agility, such as an idea that
doesn’t pan out or a product
that never makes it to market.
• Manages risks on behalf
of a workforce.
• Ensures an appropriate level
of governance and oversight
from senior leaders so that
companies can innovate quickly
while minimizing risks.
2
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The Change
Management
Chief
• Encourages employees to embrace
agility as an opportunity for innovation
rather than risk.
• Knows how to communicate
clearly with employees, particularly
if they’re struggling to accept
new responsibilities.
• Offers coaching on practices
such as agile software
development methodologies.
• Finds less iterative business
units for under-performers.
3
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The
Role Model • Not only talks about what should be
changed in the organization but
how leaders can start the change
by themselves.
• Demonstrates his or her own ability
to be flexible, learn from mistakes,
and tackle risk head on.
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Case in
point:
• Bosch is committed to fostering agility
by demonstrating through leadership.
• Bosch hosts leadership programs,
training workshops, and town hall
meetings where speakers encourage
leaders to be a role model.
• “We not only talk about what should
be changed in the organization, but
how leaders can start that change by
themselves.” – Felix Hieronymi, Corporate
Project Leader, Agile Transformation, Bosch
BOSCH
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The PMO
Promoter
• Believes that it takes more than the
CEO to keep a company agile and
be enthusiastic about agility.
• Recognizes the strategic role and
untapped potential of the PMO.
• Provides the PMO with the time,
resources, and attention needed to
support efforts to bring about agile
transformation.
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Agility: Who’s Responsible? Who’s Enthusiastic?
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Danger: The Underutilized PMO
Which of the following departments or entities does your
organization utilize in some centralized fashion to support project
management for the implementation of strategic initiatives?
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7 Reasons Why You Need Your PMO
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Uniquely positioned
to rally employees
1Drives greater
adoption of fast-fail
strategies
2Builds small and
nimble teams
3Assigns
accountability
4
Encourages a
more flexible
culture of PM
5Reinvents PM
teams and
methodologies
6Strives for better
business outcomes
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The PMO Impact
How do you see the role/practice of the PMO/PM as a driver of
strategic change evolving over the next 3 to 5 years?
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An Action Plan for Leaders
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Step 1:
Encourage C-level executives
to play a key role in
evangelizing agility and
communicating its business
value throughout the
organization. Focus on
deliverables such as revenue
growth, speed-to-market, and
customer satisfaction.
Step 2:
Recognize that all project
management methodologies—
predictive, agile, hybrid—can
support agility and an
organization’s need to produce
better results faster.
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An Action Plan for Leaders
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Step 3:
Equip employees with the
capabilities to quickly
adopt and implement new
strategies through
training, education, and
technology tools.
Step 4:
Fully utilize the PMO to shape
and influence an agile-friendly
culture and hold up the PMO
as a beacon for other
operational and functional
areas that would be impacted
by new approaches to
managing projects.
Step 5:
Address the cultural factors
that enable greater agility
and help drive strategic
initiatives to successful
realization. Key pillars
include people management,
procedural overhaul, and a
new mindset.
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To learn more
visit forbes.com/
forbesinsights
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