Many organizations today are project-based or project-oriented, and these organizations are strongly connected to corporate strategy. Indeed, the role of project-based operations is 1) to implement corporate strategy 2) to translate this strategy into programmes and projects and 3) to create a competitive advantage for the organizations. In that context, we ask two questions: 1) Do the business operations design parameters apply to project-based operations design? and 2) What changes are required to make design parameters work effectively at project-based operations?

In recent years the topic of transformation has become increasingly important and sparked interest in both academic and empirical fields. Business and social environments are changing quickly and encouraging companies and societies to find new ways to adapt and change frequently. Transformation programmes have become common in all industries and markets -- continuous transformation is a new normal ecosystem.

In this article we introduce critical success factors by which leaders can frame contracts and deliver expected results. Addressing those factors can enable partners to achieve their objectives.

Global businesses have an enormous impact on nations and communities across the world. Business leaders are creating social value by expanding globally and partnering with cross-border institutions.

In this article we propose a few simple techniques for increasing the efficiency and effectiveness of risk management in business partnering engagements: 1) planned opportunism 2) collective reflection-in-action 3) multi-frame thinking 4) emerging opportunities and 5) reporting framework – partnering philosophy.

Reliance on planning and forecasting has mushroomed since the dawn of the computer era. Data flows freely up and down the business hierarchy, greatly enhancing leaders’ ability to oversee performance and respond in real time. Nonetheless, there are still substantial problems in both theoretical and practical development of planning and forecasting; examining these problems carefully will inform future research.

Having a proper operating model is a key prerequisite of business success, a starting point for making organizational design decisions. The model first works as a spine to frame relevant business processes and governance environments. Second, it brings transparency to organization structure. Third, it allows businesses to create effective motivation systems and management practices. Finally, the model enables companies to pursue a deliberate set of business priorities.

“The soul is here to find its own way -

to do what’s next, to experience.”

- William Ayot

Despite the rapid development of transformation management field theories, tools and techniques, only a handful of change efforts have in fact been successful. We therefore find it necessary to introduce a framework by which leaders can enhance a transformation programme and deliver expected results.

“Like a pilgrim or a mendicant, I have moved on.

I have no right to inhabit your dreams,

to loom like a shadow on your patch of sunlight.”

- William Ayot