It was a difficult project to begin with and starting from
the business team and the solution providers and the implementation team were
all cautious in their predictions of success. In this part of the world it was
the first time that such an audacious project was been executed; there were a
handful of global precedents and they too had seen significant challenges in
achieving successful adoption by the business. The team attempting the feat was
a collection of disparate skills which added to the challenge, they had no
choice.
The project was conceptualized by the CEO – it could have
been termed as his pet project – who painted a dream that few could visualize. He
was convinced that if he did pull it off it would be a benchmark in an industry
that was beset with delays, cost overruns and quality issues. His man Friday
and close confidant was put on the job to find people willing to take the risk
and become part of the team. Thus empowered, man Friday reached out far and
wide to enroll an eclectic group which had created unreasonable success in the
past.
Naysayers many, they warned citing instances of failures of
mammoth proportions; any normal person would have probably been dissuaded, but
the assorted team had never said no to any danger – perceived or real. Their
confidence in attempting the journey was akin to the first team that
successfully climbed virgin peaks. Internal pessimists decided to go along with
a detached passion while the optimists decided to take on the project of their
lives to partake in the glory should the summit be achieved.
So the project got off to a tentative start with the bunch
of experts with no prior experience but loads of attitude, commitment and
willingness to explore uncharted territories. They broke down the problem into
micro steps which appeared achievable even by rookies. A monitoring system was
put in place to carefully analyze every step, sign-off, and celebrate every
step that took them forward. Challenges were scrutinized and alternatives
tested with speed until they found the solution that fit the mosaic.
Stumbling through the journey the team slowly aligned to the
task at hand; each individual contributor came from high ground of past success
with associated ego and a winning formula that worked for them. The CEO stayed
glued to the ground taking stock frequently, pushing the team to drop their
differences and doubts. It took effort for them to arrive at common ground, but
they did in their loyalty to the CEO and the challenge the project represented,
a peak unconquered, a path untrodden, a batch un-lapelled.
Collectively the group now functioned like a well-oiled
machine; the journey seemed easier than it did at the beginning, the road
smoother and the target achievable. The CEO continued to charge the team
showcasing their success to one and all while plaudits were showered on his audacious
vision. As the finish line showed up on the horizon it brought many doubters
back wanting to bask in the derived glory; their disconnect from the project
visible, their faces clearly plastic in their celebration of imminent
achievement.
Study conducted by Standish Group for over two decades
clearly outlines the first and foremost reason for project failure as lack of Management
focus; this project had more than a fair share of management oversight, in fact
at times the group wished that they would be left alone to work. The CEO though
overpowering in his demeanor, he knew when to back off and when to push. The end
result was for everyone to see and learn from; the industry celebrated his
success and many attempted to emulate it.
On another part of the world another enterprise in the same
industry with the same set of internal and external challenges decided to
pursue the safe path which was the norm. They too started their journey around
the same time with resources available unwilling to take undue risks. The CEO –
an able man – believed that his will shall be done, delegated the
responsibility with an occasional tab on progress. Hearing of success in the
other project he berated his team and their inability to complete simple tasks.
Leadership is not just about defining the vision and
charging the team to execute; effective leadership requires a lot more, a
connect to the ground, knowing when to push, when to back off, finding the
right resources, and empowering them while keeping different personalities
together. Leadership is not vested only with the CEO or a title holder, it can
be practiced by anyone who is charged with a cause and willing to take a stand.
Are you ready to get into discomfort zone to try something new ?
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