When you're designing, developing, or executing a project, it all boils down to this core idea: Integration and transformation management are key components in any project.
Projects, whether they're focused on industry, optimization, modernization, expansion, or sustainability, involve a multitude of disciplines. Despite the availability of software solutions, the proper definition and use of these concepts often remain elusive. The reality in most real-life projects is far from ideal; the integration role often becomes the weakest link or, worse yet, goes missing entirely. How many times have you witnessed a project deviate from its planned course, even when support tools have been invested in?
It's important to recognize that a software tool by itself is not sufficient. Even assembling a team of experts with a well-thought-out plan is rarely enough. The missing piece needed to bridge the gap between the current situation and the desired future: an integrator, capable of harmonizing the various steps taken by different entities, speaking their technical languages, and identifying any inconsistencies or deviations in the transformation process. Therefore, effective management of this dimension is critical.
The role of this integrator involves vertical integration, for example aligning high-level business and ESG (Environmental, Social, and Governance) goals, instilling them in every aspect of the team, each with its own unique technical jargon. Additionally, the integrator facilitates horizontal integration, resolving issues and monitoring progress across various domains, from concrete and machinery to operations and compliance, all while serving as a translator for the diverse technical languages.
Projects typically begin with an unsolved problem or a decision to enhance competitiveness, stemming from someone's idea. However, different units, each with its own specialization and focus, often perceive the problem, solution, and path differently. Operations may see production; maintenance may see failures; logistics may see stock levels; administration may see financial balances; IT may see data; management may see profits; HSE (Health, Safety, and Environment) may see risks, and people management may see productivity. They all have different perspectives on the same transformation project.
From the conceptualization of the project to its commissioning, successful transformation requires strong integration that convinces all participants and decision-makers. It ensures that everyone comprehends the path in their own terms and understands the implications of any variations within their scope. The most significant mistake occurs when someone is forced into something they don't comprehend, don't know, or can't find their place within. In these cases, the integrator's role has faltered, and the transformation has gained an adversary while losing a valuable piece
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