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Many organizations are increasingly moving toward becoming project-driven, where project-based work sits at the center of how companies are structured and how value is created. Yet, as Antonio Nieto-Rodriguez notes in his article, too many organizations approach projects with an operational mindset that prioritizes hierarchy, control, stability, and efficiency. To unlock the value of complex project work at scale, we need to go beyond an operational mindset, which requires a shift in three main areas: 1) Organizational Design (shifting culture, structure, and governance), 2) Leadership (rethinking how priorities are set, talent is deployed, and performance is measured), and 3) Value Creation (changing how operations and execution enable fast, high-impact project delivery). While insights and examples are provided for each of the three areas, one I want to reinforce deals with lever 2 – Leadership, specifically related to how projects are prioritized and talent and resources are deployed against those areas. This is why I’m resharing one of my templates and posts that helps leaders make explicit project and resource trade-offs, so fewer, higher-value projects get prioritized and talent and decision-making are aligned to what matters most. This becomes even more critical as many organizations invest in internal talent marketplace tech, where projects are a primary source of work demand, and leadership prioritization determines whether that demand translates into real value.
