There are managers who just seem to be naturally more talented than others. They might motivate their employees to deliver better results, build stronger client relationships, or be more successful at implementing complex change efforts than their peers. So, what’s driving these differences?
Project teams in today’s large organizations are frequently made up of team members from around the globe – a fact that can make work much more interesting and inspiring, but one that also lifts the complexity of project (or program) management to entirely new levels.
A long-standing question is whether differences in management practices across firms and countries can explain differences in productivity. The work of Nicholas Bloom provides an answer: Yes, good management does matter.
A lot of today’s change management effort’s are focused on processes and controls, making sure nothing goes wrong and budgets or timelines are maintained. These approaches might work well to handle small, isolated “technical” problems, but they are not sufficient to deal with broader change efforts or adaptive challenges.