Increase the Bottom Line for Free? No Thanks

Increase the Bottom Line for Free? No Thanks

You would have thought that if you told most bosses or CEOs that there was something they could do which would:

  • Save precious time which could then be used for other things
  • Reduce costs
  • Reduce waste
  • Save money
  • Increase revenues
  • Increase profits
  • Improve cash flow
  • Enable them to steal a march on, or gain a competitive advantage over their competitors
  • Deliver business benefits quicker
  • Reduce the risks of projects running over time or budget
  • Increase staff morale
  • Give greater employee job satisfaction,

they would jump at it.

If, in addition, you told them that this would require no extra resources – material or people, then you’d have thought the only question would be, ‘ How soon can I have it?’

Bizarrely, this is not the case.

Shortening projects / shortening time to market is something that does indeed tick all of the boxes above. Nor does it require extra resources – merely a change to the way the current resources are used.

Why then, is everybody not trying to do it?

It seems to me that there are a variety of reasons:

  • People don’t actually believe it’s possible – most bosses and project stakeholders think they’re lucky if projects come in on time and within budget.
  • Nobody figures out what getting the project done early would mean financially.
  • Many projects aren’t planned and estimated properly – if they’re not planned and estimated properly they can’t possibly be done quicker.
  • Getting projects done quickly is not in the ‘official’ project management literature, the Project Management Institute’s PMBOK [Project Management Body Of Knowledge].
  • The emotional investment people have in the way things are done at the moment – ‘What’s wrong with the way we do things at the moment?’ syndrome.
  • All of the people involved in the project are afraid that if they do the project fast they’ll miss something important.
  • Especially in high-tech organizations, very smart people can often regard very simple ideas as being of no value.
  • Again in high tech organizations, very smart people often can’t believe that simple ideas would work where complex ones have failed.

It’s a pity – because for those bosses and project stakeholders who are going to be first to embrace this disruptive idea, there will be a crock of gold at the end of the rainbow.



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