Mid Management formations will kill more organisations and projects now and Post-COVID.
Most times the failures of Organisations and Projects are mostly perpetrated by the exonerated middle management positions who would do everything possible to abort submissions/solutions of sub-ordinates and unconnected external personnel. Some never allow the use of a new idea or suggestion coming from the bottom or outside the organisation for the fear of change in the Business-as-Usual.
Short of a decade ago I was I.T. Project Manager of a team that helped deliver a great solution in the shortest possible time for a Nigerian Bank. Lessons learned from that Project opened up research areas in Digital Strategies for Banks with focusing on the Nigerian side of things.
With that research on Digital strategies and Agile in mind I expended resources to carry out the research tailoring it to 3 Nigerian Banks specifically. Complete and armed with Digital Strategies and a Novel Agile Framework (This got an APM UK Award) that would certainly reflect profits in the P&L at the end of every financial year I sent them in to the 3 banks.
Only 1 out of the 3 banks gave a reply to implement in parts because I had even offered to implement incrementally for free at first.
Today and most importantly during this COVID era the Bank that implemented this framework had seen bottom lines add up and will triple the bottom line this season. On the other hand, with recent analysis one of the Banks that supposedly trashed my submission have struggled for some share of the market for the past 4 years and most especially this COVID era.
Although some of these failures for organisations do not come from the Leader they are a result of some mid management cogs on the wheels of progress of such organisations.
In order to ascertain the damage these mid-management cogs cause for organisations I also carried out a Hypothetical test of Management Buy-in and Project successes with syndicated samples of over 100 from these banks .
The two tailed Pearson correlation test that was performed alongside the description, significant correlation and scatter plot between management Buy-in and Project Successes showed in the results that Management Buy-in and Project Successes are strongly correlated with r(22) = .748, p<0.000026 and was under the 99% confidence level.
Now more than ever company organograms will have to be peeled and flattened to allow Agility. Organizational bureaucracy would be overcome slowly but not having a digital strategy and executing these things highlights will allow the Big Banks get bigger in the e-Space and the small will get smaller.
No comments:
Post a Comment