Decision-grade perspectives across AI, strategy, projects, operations, engineering, leadership, governance and transformation.
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Corporate goals are written in growth and margin. By the time they reach the people doing the work they are written in cost and time. The unit of account changed.
How leaders should use earned value management without mistaking cost and schedule efficiency for quality, benefits or enduring strategic success.
Most program reporting detects problems long after they became expensive. Detection latency, not measurement volume, is the property leaders should design.
The project's clock starts at team formation. The enterprise's clock started with a decision months earlier, and nobody owns the interval between them.
Tenure-long performance data cannot separate what a leader did from what they inherited, which leaves most internal-versus-external appointment policy resting on a confound.
