Our mission is to help organizations identify, select, and manage projects that build competitive advantage in an increasingly competitive global environment. We begin by developing a strategic partnership with you, one that helps to advance your project culture to one that is leaner and more effective. One that never fails to lose sight of how each and every project contributes to the bottom line.
It is a transformation that we all know is not easy to accomplish. Indeed, most organizations have already devoted considerable resources to improving their project outcomes. But for many, the results they need have been elusive.
Sometimes, however, outside help is necessary, the kind of help that is willing to work within the current culture yet at the same time to introduce new approaches that further improve management and team processes. Nonetheless, change is challenging and is almost always met with strong resistance. So the change process must be respectful of existing organizational processes, open to collaboration with those affected, and at the same time be persistent in achieving its goals.
Barry Shore brings a diverse background to help you through a process of improving project outcomes. He has worked full-time for such companies as Boeing, General Electric and Hewlett Packard. He has taught and consulted throughout the world, and he has published over 150 articles including four books, two of which were published by McGraw-Hill.
Further, he brings an independent voice to a project environment that can help you sort out the difference between apparent problems and the real problems that may be preventing you from transforming your project culture into one that produces real competitive results.
Let me share with you an example of assignment I recently completed. I was asked to help a large public institution in which few, if any, noticeable changes had been made over the past 20 years. In this situation, where seniority is job security, buy-in from those affected was critical to the projectâ€™s success. To accomplish this I divided those affected by the change into small discussion groups of 8 people each. The groups were presented with the challenges faced by the organization and were asked for their solutions. In a second round of meetings, I shared the solutions from each separate group with all the groups and asked them to respond. Finally a third round was held and a final document was negotiated and created. While not every suggestion became part of the proposed solution, every voice was heard. As a result, resistance to change was minimized, but it was surely not eliminated. Shortly after the changes were approved by management the changes were implemented. Not only was it considered a success but this process helped to unfreeze a culture that was internally focuses and unwilling to change into one more willing to consider external factors and behave in a more flexible way.
I invite you to give me a call and discuss with me what you might consider doing to improve your outcomes.