Sunday, October 24, 2021

g-f(2)596 THE BIG PICTURE OF THE DIGITAL AGE (10/24/2021), HBR, HBR's Goldmine of Knowledge: Current Issue, Nov-Dec 2021




ULTRA-condensed knowledge


"g-f" fishing of golden knowledge (GK) of the fabulous treasure of the digital age, Digital Transformation, HBR's Goldmine of Knowledge (10/24/2021)  g-f(2)426 


Opportunity

The Project Economy Has Arrived, HBR


    • Great projects don’t just make work better—they make the world better.
    • In 2017, the Project Management Institute estimated that the value of project-oriented economic activity worldwide would grow from $12 trillion in 2017 to $20 trillion in 2027, in the process putting some 88 million people to work in project management–oriented roles—and those estimates were made before nations started spending trillions on pandemic-recovery projects.
    • By executing our projects better, we’ll be able to provide trillions of dollars’ worth of additional benefits to the world.
    • If managers and organizations want to build the competencies required to transform themselves and thrive in the new project economy, they’ll need to get comfortable devising strategies that are driven not by efficiency but by change. 


    Genioux knowledge fact condensed as an image


    References


    The Magazine, November–December 2021, Harvard Business Review, HBR.

    The Project Economy Has Arrived, Antonio Nieto-Rodriguez, From the Magazine (November–December 2021), Harvard Business Review, HBR.


    ABOUT THE AUTHORS


    Antonio Nieto-Rodriguez is a leading expert in project management and strategy implementation, recognized by Thinkers50 with the prestigious award “Ideas into Practice.” He is the author of the Harvard Business Review Project Management Handbook and four other books. The former Chairman of the Project Management Institute, he is the founder of Projects & Co and cofounder of the Strategy Implementation Institute.


    Extra-condensed knowledge

     

    Opportunity

    Your Projects Are Your Future, HBR


    • At HBR we put thousands of hours of work into each issue of the magazine (and our website and books). But a lot of our energy is devoted not to these current products but to long-term projects that will help us develop innovations that will drive our business into the future. The same is true at your company, I hope.
    • Pulling off ambitious initiatives with extended timelines can be challenging—a reality that this issue’s Spotlight on better project management addresses. 
    • There are times when juggling projects can be a drag—with more meetings, more ambiguity, and more risk of failure. But organizations that underinvest in projects face a limited future, so finding ways to help your people execute them better is an imperative.

    References

    Condensed knowledge



    Lessons learned, HBR, 

    The Project Economy Has Arrived  



    • From Operations to Projects. It’s often said that to succeed in times of change, companies need to be organizationally ambidextrous—or as the academics put it, they must balance the exploitation of their current capabilities (operations) with the exploration of new competencies (projects). In other words, they need to focus simultaneously on running the organization and changing it.
    • Changing the organization (projects). This dimension is key to the future of the company. It includes all the organization’s strategic and tactical initiatives and programs. Changing the business is about innovation, transformation, agility, and long-term value creation. The focus is medium- to long-term, the objectives are more strategic, the structure is flat and project based, and the outcomes are less quantifiable than operational results. Culturally, the model is entrepreneurship and collaboration.
    • The future belongs to organizations that can achieve the right balance of run and change, but most leaders are far better at the former, and so spend more of their time on it. That’s a legacy of the 20th century, when, starting in about 1920 and guided by the likes of Henry Ford and Frederick Taylor, most companies made productivity their prime directive. They achieved it with a relentless focus on increasing efficiency, reducing costs, and raising volumes and outputs. 


    Some relevant characteristics of this "genioux fact"

    • Category 2: The Big Picture of the Digital Age
    • [genioux fact deduced or extracted from HBR]
    • This is a “genioux fact fast solution.”
    • Tag Opportunities those travelling at high speed on GKPath
    • Type of essential knowledge of this “genioux fact”: Essential Analyzed Knowledge (EAK).
    • Type of validity of the "genioux fact". 

      • Inherited from sources + Supported by the knowledge of one or more experts.


    References


    “genioux facts”: The online programme on MASTERING “THE BIG PICTURE OF THE DIGITAL AGE”, g-f(2)596, Fernando Machuca, October 24, 2021, blog.geniouxfacts.com, geniouxfacts.com, Genioux.com Corporation.


    ABOUT THE AUTHORS


    PhD with awarded honors in computer science in France

    Fernando is the director of "genioux facts". He is the entrepreneur, researcher and professor who has a disruptive proposal in The Digital Age to improve the world and reduce poverty + ignorance + violence. A critical piece of the solution puzzle is "genioux facts". The Innovation Value of "genioux facts" is exceptional for individuals, companies and any kind of organization.




    Key “genioux facts”


    By
    Labels: , , , , ,

    Featured "genioux fact"

    g-f(2)3219: The Power of Ten - Mastering the Digital Age Through Essential Golden Knowledge

      The g-f KBP Standard Chart: Executive Guide To Digital Age Mastery  By  Fernando Machuca   and  Claude Type of knowledge: Foundational Kno...

    Popular genioux facts, Last 30 days