Results-focused Projects

Chris Harris

Chapter Chapter 15 in Hyperinnovation, 2002, pp 220-226 from Palgrave Macmillan

Abstract: Abstract When you get to the peak of the project, and turn to look back, you will see a clear-cut path trailing down the project’s mountainside. It certainly will not be a straight line; the path will have snaked around problems, crawled over obstacles, pushed through delays, and jumped intellectual crevasses. On that peak, you will wonder how you made such a mess of the journey. In the extreme you will want to purge the so-called culprits, and the mistakes and delays they made. But the next time around you will be faced by the same difficult mountain to climb. Some — almost all — never learn. Each time they approach an innovative project, they anticipate doing it absolutely right first time, and set off for a smooth climb. Even veterans make this same mistake — some never accept that innovation is uncertain, embedded with lists of unknowns, with often complex and chaotic tasks — and in doing so, innovation projects progress at a glacial pace, limit multidimensional thinking, and drain the coffers almost dry.

Keywords: Innovation Project; Project Problem; Simple Issue; Chief Officer; Commercial Marketing (search for similar items in EconPapers)
Date: 2002
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-4039-0735-6_15

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DOI: 10.1057/9781403907356_15

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