In a digital world where everything that can be measured is measured, do you still need strong leadership? What difference does management make when data steers the ship?
Many technology companies have the mindset that data trumps all, but are some companies suffering as a result? Look to the news to see how this is playing out:
•Zenefits’ founder Parker Conrad was thrown out for creating a culture that violated insurance laws
•Uber’s CEO resigned for multiple behavioral reasons (writing code to defy local authorities; sexual harassment allegations; staff and senior team exiting or fired)
•Volkswagen techies wrote ingenious code to defeat auto emissions testing. Smart, but illegal.
Large IT Projects are known to be difficult, over budget, overdue and not provide expected benefits
There are many challenges facing a business undertaking large, critical information technology projects. Such projects are known to result in less capability than expected and at a significantly greater cost. In hindsight, can be categorized into fundamental root causes:
• Estimates for costs, schedule and derived benefits are overly optimistic while risks are rarely considered or quantified.
• Project Scope may double or triple during the lifecycle of the project.
• Business logic inherent in legacy systems is often not well understood, thus delaying delivery.
• Cultural and skill requirements from radical changes to critical business processes require a longer period of adaptation than expected.
• And most importantly: senior management, although capable, did not have the time or previous experience needed for success.