Curious on big outcomes…
Do you like big outcomes? So you define big projects, expanded programs, extensive project portfolios, since it’s logical:
Big leads to Big ……
Small leads to Small…..
Are you trapped in this linear thought? I guess not, when I state it like this. However, many traditional organizations are.
Growth is one of those phenomena most desired and least understood. You want a big enterprise. So you design for it. Can you?
Why are big design attempts omnipresent in enterprises? A yearly cycle of defining, planning, designing and budgeting. Leading to extensive project portfolios. Heavy governance. Massive effort in execution. Infringing intervention in operations.
Big outcomes require big efforts! Right?
Not when you insert growth. Growth bases on small efforts leading to big outcomes.
Oppositely, when you plan for big efforts; they lead to small outcomes. Then, you insert diminish in your organization. You simply cannot execute ‘big effort’. Attempts lead to down scoping, continuously. Therefore, small outcomes are your result.
Consider project planning. Project planning aligns on small outcomes. These outcomes are small by principle, since there is an upper boundary in project planning. Scope. You can stretch this scope by introducing more competencies, more change management, more qualified resources and so on, but the upper boundary remains, since every project has its scope.
Consider Enterprise Game Planning. Enterprise Game Planning aligns on processes. It sets disciplines of repeated efforts. As long as these disciplines are ‘fed’, the discipline continues to operate. From these operations growth emerges.
Disciplines have no scopes. They have reach.
Feed the discipline means feeding the growth of the outcome you desire. There is no upper boundary. There is lower boundary, however.
Learnings about these boundaries and much more you can find in the inspirational education program theme: “Instant Enterprise: Your organization as an Organism”, click here to find out more.
The strange thing with Enterprise Game Planning is, however, because you do not plan for big results, your goals can be audacious.
But, do not fall into the trap of defining a project plan or even a portfolio plan for them. Again, you make your audacious goal cannot be reached, beforehand.
Just, define your discipline of growth. Then you emerge yourself towards the audacious goal and finally accomplish, even surpass, it.
The difference between ‘aligning on outcomes’ or ‘aligning on processes’ is one of the significant differences between the practices of project planning and Enterprise Game Planning. You can find more differences on my blog by clicking here.
Proceed in good fortune