When it comes to dealing with enterprise-wide initiatives in the context of a large-scale market disruption, HighPoint Senior Advisor Chris Fox recommends companies move faster and reimagine how things are done.
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Founder & Managing Director Sumeet Goel discusses the need to Get Moving and accelerate your preparedness for the future new normal, in the face of crisis:
“Think about where you are/were, and the changes you expected would happen over the next 5-10 years…and then realize that these changes will be happening in the next 12-18 months, and you need to get ahead of them, even if you don’t think you can right now.”
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HPA Advisor, strategy consultant and author Robbie Kellman Baxter discusses the importance of focusing on long term customer relationships and predictable, recurring revenue for survival in a time of crisis.
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HPA Advisor Meredith Sandland shares insight on current obstacles facing the Food & Beverage industry, explaining how we as consumers can help, and predictions on the lasting influence COVID-19 is likely to have as the industry faces major disruption.
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Where will the education system go from here? HPA consultant Tim DeRoche shares his industry insight and personal experience, outlining some of the current major issues at play for schools and educators and predictions for longer term impacts across the broader education industry.
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HPA Senior Advisor Bob Kaplan shares his personal framework for a successful virtual office space and simple, but meaningful ways to avoid common frustrations.
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HPA COO Justin Moser discusses six key shifts in thinking that are key to managing in the midst of a downturn.
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As my contribution to the dialogue on how to cope with COVID-19, let me share with you my Peak TV recommendations. I hope you can find some gems in here that you haven’t yet discovered, to help you through some of these funky days and nights.
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Assuming a strategic plan is sound, there are many factors that determine the success of a company’s change initiative. Oversight from a Project Management Office (PMO), enables a strong path for success and provide early warnings when a project is derailed and work to help get it back on track.
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For companies in the midst of transformation, a Project Management Offices (PMO) is typically viewed as a necessary expense that should be run as lean as possible. However, we believe a well-run Project Management Office has the power to bring structure, focus, and speed to enterprise-wide change initiatives and process improvements.
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