- Taylor Tomasini
- Sugar Land, TX
- United States
Why are corporate projects fragile?
A corporate project goes something like this: someone realizes the organization can save money if it improves a process or becomes more electronic or changes the way it does something. Once the realization is made a project team is formed, consultants are hired, and an ROI is computed. The group gets to work.
They plan, they create dependencies, simplify the complexity and create a waterfall deployment strategy. But why? That seems fragile. Dependencies are inevitably understated, complexities were inevitably too simplified, and things begin to break down. Timelines are missed and ROIs turned out to be ambitious.
Why? Why is this the norm? Why do we even plan? Our bodies don’t plan, the ecology around us doesn’t plan? And yet they survive. Our companies plan and seek efficiency and take projects as means toward improvement, but they fail. They don’t survive. Is there something we can learn from biology that can inform the way we improve our organizations?