Digital Technologies and Trends 2017 – How Organizations Manage Innovation

When the first human landed on the moon on 21th July 1969, mankind felt that an amazing milestone in human history had been reached. That great achievement was the result of multi-years of focused research and innovation, which, even after the moon landing, caused organizations around the globe to adopt and enhance original NASA technologies for other Industry’ purposes.

Around 50 years have passed, but have we experienced such a “Eureka effect” again? Some people say: We are doing it right now! Because after the “Agricultural Revolution” and the “Industrial Revolution”, we reside in the age of “Digital Revolution“. Hereby, more precisely, we can identify several waves of Digital Disruptions, and find ourselves already in a more advanced stage: Organizations around the globe are not only digitizing their way of functioning, they are also digitizing their products and services. This is driving our society to become autonomous, managed by Digital Technologies.


What does this mean for organizations in current days? The answer is simple: Organizations have to invest heavily in new Digital Technologies – to not only grow, but to also ensure they stay alive. This article will describe how to successfully execute such a mission by guiding the reader through all currently important Digital Technologies and Trends, and then by describing how organizations can adopt and innovate in these areas to become well-prepared for the future.

Continue reading

Building the Organization’s Project Management Standard

Organizations of any industry and size need a Project Management Standard to manage external client projects as well as internal improvements. Hereby, there is a strong and direct correlation between the maturity of the organization’s Project Management Standard and the overall organization’s performance. Experts say that organizations will even not survive in today’s times anymore if they do not have an appropriate Project Management Standard implemented. However, in reality, approximately 40% of organizations this day and age still manage their projects with no defined Project Management Standard, which leads in the short-term to lower project success rates – and risks the overall organization in the long-term.

But how to establish the right Project Management Standard in an organization? Shall organizations build something up from the scratch by themselves? Many organizations have tried this, but failed, because it often results in a lot of money, time and effort spent with little return only. Then, shall organizations rather adopt a third-party Project Management Methodology and roll it in? But how to handle the organization’s differentiators then? And once the Project Management Standard has been finally built, how shall organizations then implement such standard, making sure that it will be used, and kept up to date?

This article gives the answers to such questions, explaining first the basic Project Management terminologies, methodologies, and third-party market standards; and leads after through the right approaches on how to enable organizations to develop, tailor, and implement Project Management Standards successfully.


Continue reading

16 Lessons on Scaling

Growing organizations need intelligent decision making on scaling. Hereby, company leaders can learn from unique market experiences. Google for example was launched 18 years ago, and as of today, has 57,000 full-time employees. How has this been possible? The following blog post with the original title “16 lessons on scaling from Eric Schmidt, Reid Hoffman, Marissa Mayer, Brian Chesky, Diane Greene, Jeff Weiner, and more” answers this question. It was originally published by Chris McCann on LinkedIn Pulse on Dec 8, 2015. Thanks to Chris, he gave this blog permission to publish his great post here, too. It is worth taking the time to read this article, because it brings together all of the experiences of many great company leaders on scaling in this day and age.


Continue reading

The Business Potentials of “Internet of Things” (IoT) for Organizations

Earthquake early detection sensors warning people immediately via mobile devices and public loud speakers. Monitoring of water level variations in rivers, dams and reservoirs and supervision of the quality of tap water in cities. Traffic intelligence optimizing driving routes by showing warning messages and diversions according to climate conditions and unexpected events (like accidents or traffic jams). Real-time item location for traceability purposes and storage conditions along the supply chain. Smart Homes with energy consumption monitoring, lightning switches, security alarms, controlling of thermostats, fridges, washing machines, coffee makers and toasters. Location-based payment processing in shops, public transports, and theme parks. Patient surveillance by controlling their conditions not only inside hospitals but also remotely, in elderly homes.

All of these examples are “Internet of Things” (IoT) scenarios. While in the past, Information Technology (IT) had been driven mainly by people, clients and servers, it is different today: a nearly unlimited number of “things” like smartphones, watches, televisions, fridges, cars, traffic signals, planes, robots, solar panels, cement, and so many more, are becoming connected to each other. Hereby, organizations face big opportunities when they consider expanding their offerings into this IoT space, because the business potential is enormous: The Analyst firm Gartner estimated that “IoT will support total services spending of $69.5 billion in 2015 and $263 billion by 2020.” If this calculation is only rudimentary correct, IoT needs to be seen as a technology revolution which makes the physical world become truly digital.

The addressees of IoT offerings are widely-ranged: organizations, government institutions and households will buy and use IoT solutions. Hereby, the opportunities are many: There are and will be many IoT devices in place, available in many locations and for different service sectors. A good illustration these days comes from Beecham Research, an IoT consulting company. Please take a look at the following graphic (and consider that the content can be read much better when opened in a separate window):


This gives you a quite good overview, proving that there are many potential IoT scenarios where organizations can evolve in, and this is valid for nearly any industry.

But, it also has to be mentioned that as of today, many organizations have not taken advantage of these opportunities so far: IoT has not yet made the final move into the mainstream, because many firms still do not see its benefit yet, or often even don’t know what can be done with IoT. To help organizations become fit to approaching IoT, this article will give insights into the overall IoT background by analysing the current and future IoT technologies, the IoT vendor landscape, and especially will explain how organizations from different industries can adopt and benefit directly from the IoT rally.

Continue reading

Analyst Relationship (AR) Management in a nutshell

Analyst Relationship (AR) Management is an effective way to advance the go-to market of an organization. It is often a part of the corporate marketing functions whose goal is to professionally communicate to the right Market Analysts in order to attract large companies as clients. Especially when Fortune 1000 companies are potential clients of a firm; these companies generally rely on and respect the opinions of Industry Analysts (sometimes called Technology Analysts) before purchasing services or products. Organizations who want to win Fortune companies as clients have to found (or optimize) a strong AR Program.

Hereby, firms face several challenges on how to do the right things in the right way, e.g., what needs to be considered when establishing AR functions, how to find the “right” Industry Analysts to approach, what are the Best Practices to get the newest market understanding from them, and of course how to “sell” the company in the right manner to them to secure a good standing in comparison to other competitors in the market. This article answers such questions and will give you deeper insights into AR Management.

Source and Copyright: Each Logo is copyrighted by its owner!
Continue reading

Evolution and Value of Project Management Offices

What are people’s opinions on the value Project Management Offices (PMOs) bring to an organization? Well, some may still have the opinion that a PMO is simply an office supporting a project (as the term says) and will come and go. Then there are others who use the term “PMO” to describe a group of people tracking KPIs of something fragmented and call it a PMO, too. But these opinions all fall short of something. Fairly said, there are already a lot of organizations who have a better understanding of what a PMO can be, but, even then, quite often these PMOs touch only a part of what you can do with them. Powerful organizations need to understand that in current days, PMOs have truly evolved into something bigger!


The Project Management Institute (PMI) clearly states that “the Project Management Office (PMO) is easing its way into the mainstream. Yet to be truly effective, PMOs must reflect the organizational culture and strategy“. Currently, different types of PMOs can co-exist next to each other. However, all of them have to be linked to the organizational strategies and objectives, and have to be created, and aligned within a holistic approach. To reduce the complexity, we can break down PMOs into so-called PMO Frameworks. We of course still talk about PMOs which support project work, but this is just one of the existing Frameworks. Later, you will see that even for large strategic initiatives like Post Merger Integration activities, PMOs can be the right instrument to drive them on a global scale.

Continue reading

Understanding Global Delivery

In this day and age, we see a strong shift in the market for companies, especially in the IT service industry, to more professionally optimize their global shoring models. While in the past simply the minimization of costs was a major goal to do offshoring of services to lower-cost countries like India, it has been realized that without a strategy, it will often not save the cost problem but can even generate additional quality and time challenges, e.g. due to lack of communication or skill sets on both sides.

Continue reading

Welcome to this Blog!

This is my first blog entry, and I am very excited to start this project. My name is Gernot Kapteina, I work since over 15 years with multinational companies around the globe, having started my career in different project roles as Consultant, Project Manager and Program Manager onsite at clients. Today, I am driving organizational design optimization and improvement for global corporations. My specialties hereby are Post Merger Integration, Offering Portfolio Management, Innovation Management, Program/Project and Managed Service methodology standardization, and the management of global teams via global frameworks like Center of Excellences, following global standards set by PMI. I will publish periodically articles focusing on these topics, and I am very interested in listening to your opinions and exchanging ideas.