Failure to grow at fast pace
Why investement after investment sinks but companies are not able to take off
Fog of war: We are not wanting to accept ground realities or past lessons learned but in our endeavor to expand business, there is a lack of visibility into risks, possible delays, the cumulative effect of scope creeps and we are not able to sustain speed of operation with back end support and correct information.
Novice in the cockpit: Business management is not seen as a distinct skill set, so the unqualified staff but real street smart persons are used to sell dreams but not unfortunately they are not competent to make those dreams into reality. Their plans will look good to all employees and investors and management but there will be too much complexity and risk for them as they do not want to learn from pervious mistakes. They will sell those dreams for few months as new strategies and then shift over to new dreams. The cycle goes on and on but company stays where it was.
Quicksand: A lack of consistent, efficient support system causes projects to bog down in early phases, stuck in disagreements over resources availability and there is no contingency to adjust to changes in vague requirements. In absence of a proper sales target and also lack of an efficient CRM , the Project managers apart from managing projects also fill an ad hoc role of business development. The project coordinators are also doing role of CRM and not available for full time coordination of project from start to finish in documentation, there is lack of an organizational context with top management — lessons learned are not shared. All this leads to preventing sinking in own quick sand ie why get business when it is sales job, why do a work without competent teams, why take on a project without advance resources, why get sunk in an inevitable quick sand and also get blamed when others did not supported
Premature haste : The project forges ahead with TSP construction without sufficient definition or agreements, funds often requiring backtracking and rework. Customers are committed by personal visits but not able to fulfill those promises due to lack of back end support and in return customer loses faith and quotes your visit and promise and suddenly you become the fall guy as not being able to deliver. So defensive mechanism start why get in premature haste even when opportunity is lurking to grab.
Cowboy culture: Business development staff also have a maverick image and approach of high flying routine but without any confirmed GP business profit in any project. They have an aversion to involve operation team or finance team or commercial team vie point for a pre defined profit policies and business procedures and its fall outs are they suddenly come in an elite class beyond accountability as they can sell their work with glib and quick thinking but nothing worthwhile to show.
Homelessness: . There is no project portfolio view is maintained, there is no organized system training in the organization’s methodologies and tools does not occur, and project managers with coordinator and teams wander from project to project; and when they succeed, they is not much of incentives and timely appraisal;, they see counterparts in support staff earning more/equivalent high salaries but without any much output, as most of the support staff work also they are doing, disillusionment and cribs follow and end results is demotivation if not controlled by operation head, the team is often seeking advancement elsewhere.
