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8 articles found
Corporate goals are written in growth and margin. By the time they reach the people doing the work they are written in cost and time. The unit of account changed.
Conflict handling looks like a set of personalities. It is a designed property of incentives, escalation paths and forums that have no adjudicator.
Most enterprises pay work groups collectively and work teams individually. The reward architecture, not the org chart, is the real declaration of what a team is.
Workforce dashboards grow because adding a measure is easy and retiring one is political. Measurement is a portfolio with a cost, and most decides nothing.
A register that feeds appraisal stops reporting exposure and starts reporting reputations. Decide which instrument you own, because the appraisal cycle decides by default.
Managers rarely lie to executives. They wait. The upward channel carries a price to the sender, leadership sets that price, and almost nobody audits it.
Optimistic forecasts are usually blamed on weak estimating. The more useful explanation is that the number was produced by the party who needed the answer to be yes.
How scope certainty, cost uncertainty, competition and supplier behaviour should shape contract type instead of treating fixed price or cost reimbursement as default labels.