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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
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
Who We Surveyed
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Top Industries:
Technology Manufacturing Banking Consumer & Retail Energy
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
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%
The Business Advantages of Agility
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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%
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
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
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.
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%
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.
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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.
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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
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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.
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.
To learn more
visit forbes.com/
forbesinsights
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