Mahmoud Sarhan, MD, MMM, CPE’s Post

Harnessing Diverse Talent: The Strategic Advantage of Varied Skill Shapes in Transformation Consultancy In strategy and transformation consultancy, the collective diversity of skill sets such as T-shaped, Pi-shaped, Comb-shaped, and X-shaped significantly enhances organizational change initiatives. Each skill configuration brings unique strengths that, when combined, create a robust framework for tackling complex business challenges. T-Shaped Skills: Versatile Integration T-shaped professionals combine deep knowledge in a specific area with a broad understanding of related disciplines, making them invaluable for integrating technical details with project-wide strategies. Their ability to see connections across disciplines fosters a holistic approach to problem-solving, positioning them as excellent project managers and strategic thinkers. Pi-Shaped Skills: Dual Depth Pi-shaped individuals possess expertise in two distinct domains, such as technology and business management. This dual depth facilitates innovative solutions and strategic alignments, especially valuable in scenarios where the interplay between technology investments and economic goals is crucial for driving greater ROI. Comb-Shaped Skills: Multifaceted Expertise Comb-shaped consultants bring multiple areas of deep expertise to the table. As polymaths of the consultancy world, they can address multifaceted issues that require nuanced understanding, leading teams to execute complex projects with precision across several domains. X-Shaped Skills: Leadership and Emotional Intelligence X-shaped professionals stand out for their strong leadership skills and emotional intelligence, coupled with expertise in at least two disciplines. They excel in managing cross-functional teams and driving organizational change, often acting as bridges between diverse groups and aligning varied interests and goals within large-scale projects. The Value of Diversity The diversity of these skill shapes within a team leads to a more adaptive, innovative consultancy practice. Each member’s unique expertise contributes to a comprehensive approach to strategy and transformation. For example, T-shaped and Pi-shaped consultants are adept at synthesizing ideas, while Comb-shaped and X-shaped consultants ensure deep technical insight and strong leadership in project execution. Strategic Implementation and Client Engagement A consultancy benefits from internal efficiencies and improved client engagement through a blend of diverse skill sets. Clients appreciate a team capable of addressing a wide range of issues—from strategic conceptualization to detailed implementation. Conclusion Incorporating diverse skill shapes into consultancy practices is crucial for staying competitive and delivering comprehensive value, with firms that cultivate a broad range of competencies within their teams leading innovation and setting new standards in the field.

After nearly 35 years spent in and around the engineering, construction, and capital projects industry, I have always believed that new approaches, new technology and more recently digital tools are essential (it’s why I do what I do). But despite huge investments (and a considerable about of hype) around technologies like digital twins, AI, and BIM, one factor still often gets ignored — the PEOPLE actually using and adopting these tools. Why is the “people side” frequently forgotten? I want to take a closer look based on my own experience: 1. Technical Focus Over People Needs Engineers and project managers are used to a metrics-driven, project-centric mindset. They are often drawn to the technology’s efficiency gains but may see “people issues” as secondary or outside their scope (I still hear it called “the soft-stuff”). After all, it’s easier to measure the success of a new tool than to quantify a mindset shift isn’t it? 2. Project-Driven Priorities Capital projects are highly structured, deadline-oriented, and cost-sensitive. As a result, people-focused investments like training or change management are often deprioritised. When every line item is scrutinised, softer skills like change management can seem like nice-to-haves. 3. The Skills Gap and Resistance to Change The average worker in this industry may not have been trained on digital tools. For some, learning them can feel like a threat to their expertise (and their job). Without adequate support, even the best technology will face adoption hurdles. 4. Underestimated Change Management Too often, digital implementation is treated as a tech upgrade rather than a fundamental shift in how work is done. Change management is treated as an afterthought rather than a necessary foundation for success. 5. Complex, Hierarchical Structures Siloed departments and rigid hierarchies hinder collaboration, and so many digital projects are still launched without adequate alignment across teams. If the “boots on the ground” don’t buy into new systems, adoption rates drop, ROI suffers and so does the reputation of the associated technologies and tools. To truly succeed, leaders need to rethink their approach. Tech alone won’t drive transformation — PEOPLE will. Prioritising workforce engagement and change management is key to bridging the gap between ambitious digital strategies and real-world results. What’s your organisation’s approach? Are you prioritising the people side of transformation? If so .. tell me how? #DigitalTransformation #CapitalProjects #ChangeManagement #ConstructionIndustry #PeopleFirst

Neill Pawsey Hi Neill, always enjoy and fully support your series of posts on the subject of change and digital transformation. You know that I am a disciple, and that this is an important subject for me. It will be interesting to find out how your question is answered by the heads of organisations. As you know, I have spent almost as many years as you in 'muddy-boots' construction. Also, several years in strategic need for infrastructure, and providing financial solutions. Both of these requiring a great deal of advocacy, creative 'out-of-the-box' thinking and actively embracing change with an almost exhausting evangelical level of commitment. However, when it comes to the subject of 'people', organisations appear to be favouring capability over ability. The great-reset and AI generated job descriptions are evidence of this. If you have a degree (no matter how relevant) you are capable. If you have extensive knowledge and experience as a solution provider but no degree, unfortunately, you are no longer able! I proudly identify with the latter, albeit, with an #opentowork ribbon on my profile pic. I am reminded of a 'nuts-and-bolts' tour I gave to an enthusiastic delegation of global industry leaders who revealed to me that there wasn't a single qualification between them. These people are the heads of industry. They told me that they valued people with creativity, experience and knowledge as well as those with academic achievement as this shows an equal level of commitment to a subject that was evident through action, interaction and demonstrable results. I am with Sir Ken Robinson when it comes to recognising a person's abilities outside of STEM. If I were a head of organisational change, what do you think my answer would be?

I can not agree more !! based on my personal experinces in adopting digital technologies over 15 years in Germany and UAE, the people were alwayes the bottleneck not the technology itself. Management level first with incorrect expectations and less real support regarding the necessary change managment and creating true motivation for their teams. In second place the digital transformation leaders who forget about people social aspects and focus mainly on pushing the boundary of technolgy.

Running a transformation project involves managing numerous aspects to ensure its success. Here are the key aspects to consider: 1. Clear Vision and Objectives Establish clear, measurable objectives for what the transformation aims to achieve. Ensure all stakeholders understand the vision and objectives to maintain alignment. 2. Stakeholder Engagement Recognize all parties affected by the transformation, including employees, customers, and partners. Engage stakeholders early and regularly to gather input and maintain support. 3. Strong Leadership Ensure leaders are committed to the transformation and actively support it. Identify and empower change champions within the organization to promote and facilitate the transformation. 4. Effective Communication Develop a comprehensive communication plan to keep stakeholders informed about progress, challenges, and successes. Maintain transparency to build trust and manage expectations. 5. Change & Risk Management Assess the organization’s readiness for change and address any resistance. Provide training and resources to help employees adapt to new processes and technologies. Identify potential risks that could impact the project. Develop strategies to mitigate identified risks and have contingency plans in place. 6. Project Management Develop a detailed project plan outlining timelines, milestones, and responsibilities. Regularly track progress against the plan and make adjustments as needed. 7. Technology Integration Choose the right technologies that align with the transformation objectives. Ensure new technologies integrate smoothly with existing systems and processes. 8. Performance Metrics Define KPIs to measure the success of the transformation. Continuously monitor and review KPIs to assess progress and make data-driven decisions. 9. Sustainability Plan for the long-term sustainability of changes beyond the project’s completion. Integrate new processes and behaviors into the organizational fabric to ensure lasting impact. 10. Customer Focus Consider the impact of the transformation on customers and ensure it enhances customer experience. Incorporate customer feedback into the transformation process. By focusing on these key aspects, organizations can effectively manage and execute transformation projects, leading to successful outcomes and long-term benefits. #transformation #businesstransformation #project #keyfactors

How do you navigate competing priorities in your projects? Project managers are increasingly entangled in tensions between economic, social, and environmental considerations. When navigating these tensions, project managers face a formidable task. They are expected to safeguard wellbeing of the project team, support local suppliers and select environmentally friendly products, while simultaneously they must ensure quality of the solution, low cost and stakeholder satisfaction. In doing so, project managers need to strive for a delicate balance between paradoxical challenges of quality and cost, local and global focus, short- and long-term goals, economic and environmental considerations, stakeholder satisfaction and project constraints. All these objectives are desirable, yet achieving them simultaneously requires transcending a binary 'either/or' mindset to embrace a more nuanced 'both/and' approach. A paradox mindset is the transformative ability that can help project managers embrace contradictions. It involves navigating complexities with an open, flexible perspective, finding synergies in opposing forces, and unlocking creative solutions. Project managers, armed with a paradox mindset, are better equipped to navigate these seemingly opposite poles. The paradox mindset helps project managers not only navigate tensions with ease but also transform paradoxes into opportunities for growth 🔄🚀. Embracing the paradox mindset is a transformative journey towards shaping a resilient and adaptable future for projects and teams. #ParadoxMindset #projectmanagement #balancingact #sustainableleadership #projectsuccess #BothAndApproach #transformativeleadership #NavigatingComplexities Contact us if you would like to learn more about developing paradox mindset QUT Centre for Future Enterprise Anne Marie Halton

With 30 years of experience in the construction industry, managing projects from Greenfield Industrial sites to high-rise commercial buildings, I recognize the importance of fostering innovation within project management teams. Here are some insights on promoting a culture of innovation:   Problems & Solutions:   1. Resistance to Change:   - Problem: Teams often resist new methods and technologies.   - Solution: Encourage a growth mindset through continuous learning and development programs. Highlight the benefits of innovation and involve team members in decision-making processes.   2. Lack of Collaboration:   - Problem: Siloed working environments stifle creative solutions.   - Solution: Implement cross-functional teams and regular brainstorming sessions. Promote open communication and idea-sharing across all levels of the organization.   3. Limited Resources:   - Problem: Innovation initiatives can be resource-intensive.   - Solution: Allocate a portion of the budget specifically for innovation projects. Seek partnerships and collaborations with tech companies and startups to leverage external expertise and resources.   4. Inadequate Support:   - Problem: Lack of leadership support can hinder innovation efforts.   - Solution: Lead by example and demonstrate a commitment to innovation. Provide the necessary tools, training, and incentives to support creative initiatives.   5. Risk Aversion:   - Problem: Fear of failure can prevent teams from experimenting.   - Solution: Create a safe environment where failure is seen as a learning opportunity. Encourage calculated risks and celebrate innovative successes, no matter how small.   Advantages of a Culture of Innovation: - Enhanced problem-solving capabilities - Increased efficiency and productivity - Improved project outcomes and client satisfaction - A competitive edge in the market - A more engaged and motivated workforce   Fostering a culture of innovation is essential for the future of project management. By addressing these challenges and implementing strategic solutions, we can drive progress and achieve exceptional results.   #ConstructionLeadership #Innovation #ProjectManagement #TeamCulture #FutureReady #CEOInsights #BuildingSuccess

"Why do you think project management is so many times left as 'nice to have' or even outsourced if it so critical in many industries and long term results?", a great question Fabian Chagoya asked me today. To an extent, I've wondered this my whole career, but as I've broadened my experience and skillset I have better answers: This comes from organizations attempting to balance "operational effectiveness" and "strategy". While the practice of undervaluing a profession / outsourcing is not unique to project management and, like many things, varies from company to company, for project management specifically, I believe organizations that focus too much on "operational effectiveness" (i.e., project management) fall behind. Recently, I was influenced by an article (link at end) arguing this point, that a balance between operational effectiveness and "strategy" (best defined in the article) is needed for organizations to remain competitive over time. In practice, we've seen a shift from project managers to product managers in the technology industry. That is one of many responses by companies looking to achieve a better balance of operational effectiveness and strategy. https://lnkd.in/g6_UZuVh. #projectmanagement #programmanagement #operationaleffectiveness #strategy #customersuccess #operations #productmanagement

PROJECT MANAGEMENT is the strategic planning, coordination, and control of resources, processes, and stakeholders to achieve specific goals, objectives, and deliverables within a defined scope, timeline, budget, and quality standards. It involves leveraging leadership, communication, and team collaboration skills to navigate complexities, mitigate risks, and adapt to changes, ensuring successful project outcomes that meet or exceed stakeholder expectations." This definition encompasses the key aspects of project management, including: - Strategic planning - Resource allocation - Stakeholder management - Scope, timeline, budget, and quality constraints - Leadership and communication - Risk management and adaptability - Team collaboration - Delivering successful outcomes #Leadership #Business #Management #Marketing #Entrepreneurship #ArtificialIntelligence #MachineLearning #DataScience #DigitalTransformation #Cybersecurity #Finance #Investing #Economy #Banking #Accounting #HR #Recruitment #TalentManagement #CareerDevelopment #LeadershipDevelopment  #Healthcare #Manufacturing #Retail #RealEstate #Education #innovation #management #humanresources #digitalmarketing #technology #creativity #future #futurism #entrepreneurship #careers #markets #startups #marketing #socialmedia #venturecapital #leanstartups #economy #socialnetworking #economics #branding #advertisingandmarketing #motivation #personaldevelopment #investing #jobinterviews #money #bankingindustry #sustainability #alternativeenergy #personalbranding #hiringandpromotion

Project vs Programmes - What's the Difference? Just had an interesting conversation with a potential client and they asked about the difference between projects and programmes. From a non 'project' background they weren't aware of the distinction, and support, a programme can offer a business in reaching its goals. So time to rip off the APM again "Put very simply, a project is a unique, temporary endeavour established to deliver planned outputs as efficiently as possible, for example building the rocket, developing astronauts’ suits and undertaking research. Whereas programmes focus on the coordination of a number of related projects and other change management or business as usual activities. The purpose is to deliver strategic or significant outcomes and beneficial change for an organisation. A mission to the moon may deliver strategic outcomes for the organisation with the development of a new capability and advances in science and technology. A project may create the rocket required for the mission. On its own this output may hold little value to the organisation; however, when combined with outputs from other related projects – training of crew, development of launch control and computerised rocket systems, etc – as part of a programme, it can provide the effective delivery mechanism for realising desired strategic outcomes such as putting people on the moon. In addition to the differences in definition and focus, project and programmes also differ in several other aspects." Are you from a P3O background? What distinctions would you draw on projects and programmes to help clarify the difference? Links in the next comment to sources