Advisory No 3 - WHY PROJECTS SINK

The Titanic had a plan to get to New York as fast as possible; sometimes we need to take the time to look at what’s in front of us and make small changes to get to where we want to be.

All too often I’ve come across the directive to meet a project deadline against common sense; research has revealed flaws in the approach and the risks have been clearly articulated but for many reasons we have had to proceed regardless.

Projects in their nature rarely go according to plan.  Their success depends on how quickly and effectively we react to changing circumstances.

As leaders, we must have a clear strategy that takes the long view but we must have checks and processes in place so that we can take effective action when circumstances start to indicate that we are on the wrong path.

Like our luxury liner, our business strategy and our operational projects cannot and should not make sharp turns at the first sign of trouble but continuous fine-tuning of our direction can be the difference between success or disaster.

The Titanic received 5 warnings over 12 hours but kept to course and maintained normal speed in a blind attempt to meet its deadline.  If the ship had been travelling more slowly or on a fractionally different path it would have averted disaster and become a hugely successful travel brand and business success.

Our icebergs are out there.  

Review your position regularly, heed the warnings from your team and your partners and don’t be afraid to change direction when it’s the right thing to do.

www.theadvisorypartnership.com