Can an ending make a stronger beginning? One of our clients suspended their important new headquarters project this week. Their reasons for doing it relate to difficulties in the lease negotiations, but also in the background are varied, separate and interlinked considerations of organizational design, change communications, customer relationships, financial terms, economic conditions, cultural evolution
One of the team members on a core project we are working on has developed a stress curve for our project. Although “curve” is perhaps the wrong word. He posted the expected graph of the potential tensions on this very complex and yet very short project (an approximately $100 million project, to be programmed and
I am moving back into weeknotes somewhat cautiously. I had expected that writing a weekly reflection based on some aspect of the experiences of the past week would be easy, and beneficial, to do. Instead, here I am, about 20 weeks overdue. The catalyst for today’s note was an interview with Michael Raynor in Inc.