Transformation programmes are designed to make significant, lasting changes to how an organisation uses people, processes, technology, and infrastructure.
As companies grow and adapt over time managing transformation is becoming a key factor in driving sustainable success. We believe that peer level deployment of RevOps is pivotal in ensuring these projects are managed successfully.
The RevOps remit is to act as the facilitator within an organisation, ensuring that all commercial teams are aligned and equipped to achieve their goals. RevOps is there to help identify gaps, fill in any blanks and investigate the unknowns, especially when building the go-to-market (GTM) strategy. By asking the right questions and keeping business objectives at the forefront, RevOps ensures that every project is carried out with a clear vision and a cohesive, well-structured plan.
How To Drive Project Success
Whether a business is undergoing a full-scale transformation or looking to optimise processes within its current structure, these insights are tailored to help RevOps and commercial leaders implement effective strategies for successful project management
Tanja Mitchell RevQore’s co-founder recently read and highly recommended ‘How Big Things Get Done’ by Bent Flyvbjerg and Dan Gardner, a book filled with valuable insights on successfully planning and executing large-scale projects. While the book focuses on infrastructure mega-projects (usually meaning budgets exceeding $1 billion), its strategies are widely applicable to all types of initiatives, including business transformation.
We have compiled a list of the most relevant principles for RevOps and commercial leaders:
- Hire a Master Builder: It’s essential to have someone with substantial domain expertise and a proven track record at the helm of the project. We are frequently engaged to manage projects due to our experience with similar projects. This relevant background allows the project owner to anticipate key challenges and leverage insights from past projects to navigate those hurdles effectively.
- Ask “Why?” first: The initial task of the Master Builder is to question the purpose behind the project. A common pattern among failing projects is the neglect of fundamental questions, leading to quick and superficial planning, often rushing into execution. Avoid hurrying to solutions without thoroughly understanding the vision, core problems, and key objectives of the project or transformation. This foundational understanding will serve as the project’s guiding North Star, empowering the project owner to make informed trade-offs necessary for achieving the desired outcomes. This approach can help challenge specific work items, minimise scope creep, reduce delays, and maintain momentum. Additionally, it enables project owners to be attuned to the varying needs of their teams and align them with the overall project goals.
- Assemble the Right Team: One of the most critical responsibilities of the Master Builder is to assemble a high-performing team. This involves ensuring that the right stakeholders are engaged on the project. Flyvbjerg emphasises the importance of this task, noting that it is the only heuristic mentioned by every successful project leader he has interviewed.
- Think Slow, Act Fast: Large projects often encounter failure when they rush into execution. A thorough planning phase is crucial for minimising the costs associated with the trial and error phase. Take the time to identify uncertainties and explore potential solutions that can be integrated throughout the project’s lifecycle. However, once the delivery phase commences, it’s essential to act swiftly. This proactive approach helps mitigate the ‘window of doom,’ a period when unforeseen events can disrupt progress and derail the entire project.
- Build with LEGO: The best way to approach a large project is to deconstruct it into smaller, manageable components and stages. As Flyvbjerg states, “big is best built from small.” By employing modular and scalable solutions, you can significantly reduce complexity and risk while achieving faster results. This modularity not only simplifies intricate processes but also facilitates ease of replication and fosters an environment conducive to iterative improvement. Embracing this strategy allows teams to adapt and refine their approach as the project progresses, ensuring continuous enhancement and alignment with overall goals.
- Risk is the Real Enemy: Stay sharply focused on the specific risks that could jeopardise the success of a project. Until the project reaches completion, these risks outweigh any potential upside. As Flyvbjerg emphasises, the greatest risk often lies within the project team’s own capacity to foresee and address challenges. This underscores the critical importance of assembling the right team, as diverse perspectives and expertise can help identify and mitigate risks that may otherwise go unnoticed.
- Foster Strong Relationships from the Start: Establishing supportive relationships with stakeholders early in the project is crucial for navigating challenges that inevitably arise during its lifecycle. When difficulties occur, having a network of engaged stakeholders can make all the difference in resolving issues and getting the project back on track. It’s essential to invest time and effort into building these relationships from the outset, ensuring that the team is prepared to collaboratively overcome obstacles and drive the project forward.
At RevQore we’ve learned firsthand that the quickest path to success often requires slowing down first. Our approach always begins with one fundamental question: Why undertake this project at all? Only when the answer is clear and fully aligned among all stakeholders do we move on to planning how to execute it. This step is crucial for setting the right course from the outset.
The mindset is echoed by Seneca, who wisely said:
“When a man does not know what harbour he is making for, no wind is the right wind.”
A ship that constantly changes course based on the wind may move quickly, but it risks zigzagging without ever reaching its intended destination. Likewise, in projects, speed without direction is meaningless if decisions are driven by convenience rather than clear purpose.
Sources
Flyvbjerg, B., & Gardner, D. (2022). How big things get done. Penguin Random House.
https://www.mckinsey.com/industries/retail/our-insights/the-how-of-transformation
