my 9 top tips for implementing change – #likeminds (3/10)

my Like Minds keynote on intrapreneurship (3/10)
On the 19th of October 2011, in Exeter in Devon, I delivered a keynote at Like minds. It is entitled “confessions of an intrapreneur”. There are 9 of these anecdotes and tips, which are all used to describe my preferred approach to change management. I have decided to publish the script of my presentation in this blog, starting from lesson number 9 and going backwards to lesson number 1 and then the introduction.
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lesson no. 7: murphy’s law should be your guiding principle 

  • This point is a thorny one because it is often misinterpreted,
  • Good project managers, and change managers are able to foresee not the future, but most of the alternatives in store,
  • This is what is described often as managing a project by Murphy’s Law: “if anything can go wrong it will!”,
  • Good project managers therefore, can predict the ways in which projects might actually screw up, in order to take all the precautions which will help them avoid these issues,
  • Bad project managers are 100% positive that the project will work beautifully, pay no attention to the things that could go wrong and therefore are ill-prepared for issues when they arise,
  • it is therefore often misinterpreted that good project managers working with Murphy’s Law are negative or pessimistic, whereas in fact they are merely cautious and professional. 

Anecdote: it is difficult for me to quote a particular example, because I do this all the time. I have a sixth sense for predicting issues arising on the path of a project, and knowing the issues which could cause a project to fail, enable me to take precautionary measures whenever needed. This is also why I always tend to put a lot of pressure on a new project in the beginning of its launch rather than towards the end of the delivery period when it’s too late. And then I press my project managers with questions about the things that could go wrong and how they have protected themselves against them, which enables me to deliver projects either in advance or at least in a very cool manner. I have never seen one of my projects generate tension towards the end of the delivery period.

[Chrysalis photo, Some rights reserved by Odd_dog]

Yann Gourvennec
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