FROM PMO TO STRATEGIC PMO, AN INDIRECT APPROACH

Philippe Husser

From Program MO to Strategic Portfolio MO, an Indirect Approach

1. Three Domains to Explore

2. Seven Snapshots to Share

3. Three Takeaways to Learn

Three Domains to Explore

1. Complexity

2. Indirectness

3. Strategy

Simple systems are

easy to know

Complicated systems can be known by

specialists

Chaotic systems

require a lot of experience

Complex systems

behavior is difficult to

forecast

Large Global Organizations are Complex Adaptive System

Direct approaches fit to simple

targets

Indirect approaches

fit to complex targets

Strategic Approach

in Occident:

Goal Ways

Means

Strategic Approach in

Orient :

Situation Potential Ripeness

An Indirect Approach in Seven Snapshots

1. Program Cause and Approach

2. Local Relays

3. First Benefits

4. Single Version of Truth

5. Tipping Point

6. Strategic Gap

7. Strategic Initiatives

1-Program Cause and Approach

Prerequisite :

Find your “Buddy”

1-Program Cause and Approach

Develop an Attractive

Cause

1-Program Cause and Approach Many Bottom-Up Low-Risk Medium-Impact

Short-Term Initiatives

1-Program Cause and Approach A Series of Top-Down Rapid Risky High-Impact

Medium-Term Events

J. Kotter, Accelerate !

1-Program Cause and Approach a Fast Probe-Sense-Respond Loop

18

2-Create Network of Local Relays

2-Local Relays Develop Human Dynamics

0

2

4

6

8

10

12

Independant ð Interdependant

Egalitarism ð Status

Risk ð Restraint

Direct ð Indirect

Task ð Relationship

Short-term ð Long-term

CN

TH

IN

FR

USA

Source : www.globesmart.com

3-First Benefits Start by Sensing the Environment

3-First Benefits Create a First Shock

# Projectsbefore

# Projects after

Transformation Projects Portfolio

M€ before M€ after

Transformation Projects Investments

3-First Benefits Show Forward-Looking Expected Benefits

2018 2017 2016 2015 2014 2013

3-First Benefits

Avoid Weak Posture

Victim

Rescuer Persecutor

3-First Benefits Adopt Strong

Posture

Creator

Coach Challenger

4-Single Version of Truth Introduce Technology

5-Tipping Point Trusted Data

• Composite

Index

• Benefits

management

• Progress

management

• Risks and

opportunites

5-Tipping Point User Experience

Comes First

5-Tipping Point Identify Power Nodes

5-Tipping Point Cultivate Supporters

Triangle d’or

Engagés

déch

irés révo

ltés

op

po

sants grognons

Passifs

+4

+3

+2

+1

-4 -3 -2 -1

12 4 - -

59 14 4 1

39 15 13 1

7 5 16 2

117 38 33 4

16

78

68

30

Synergy

Antagonism

5-Tipping Point Create Group Progress PMO

Department B

New Merged Department

Department A

6-Strategic Gap Create Need to Bridge the Strategic Gap

# Entities 1 (mono-entity)

1 (mono-process)

Σ (multi-process)

# Process

TRANSVERSAL INITIATIVES

LOCAL INITIATIVES

STRATEGIC INITIATIVES

Σ (multi-entities)

GROUP STRATEGIC INITIATIVES

Source: The Case for Behavioral Strategy, McKinsey 2010

Stability

Action

Social

Interest

Model

Anchoring on former values and status

quo…

Attachment to former leaders, former success,

champion…

Under estimation of what we do not know…

Emotional attachments…

Group think…

6-Strategic Gap Understand Cognitive Biases

7-Group Strategic Initiatives Define Strategic Themes

Empowerment Customer Centricity

Digital

Simplification

7-Group Strategic Initiatives Develop Strategic Initiative Portfolio

Three Takeways

The indirect approach

• PMO Should Consider Complex Adaptive Systems and Chaos Theory

• Chaos theory will have path-breaking effects on transformation programs through changes in the way we use technology (hard side) and work on social phenomena and human dynamics (soft side).

The indirect approach

• PMO should Learn and Execute Dual-Mode Strategies

• Instead of directly confronting the target, install a wide-scope low-risk low-benefits strategy and a focused high-risk, hedged, and high-impact destabilizing strategy.

The indirect approach

• PMO Should Develop an Attracting WIIFM Cause and an Alliance they Lead from Behind

• The most important target is the employee population and success relies on a cause which is attracting to the employees (What’s In It For Me) using local relays as proxies to further your goals.

A Last Word Inspired from Chairman Mao

The laws of project management — this is a problem that anyone directing a project must study and solve.

The laws of transformational project management —this is a problem that anyone directing a transformational project must study and solve.

The laws of transformational project management in your organization — this is a problem that anyone directing a transformational project in your organization must study and solve.

Cf. Mao Tse-tung, Strategic Problems of China’s Revolutionary War (December, 1936)

FROM PMO TO STRATEGIC PMO, AN INDIRECT APPROACH

Philippe Husser - 2016