I believe that the most effective project outcomes are grounded in a deep understanding of the client’s underlying needs, the behaviours that we need to change to meet those needs, and how this will influence the client’s position in the market.
Today, many clients still think about Project Management in terms of building widgets.
All around us, we can hear the discussion about “successful” project management and the rusty old “Iron Triangle” – budget, schedule and scope.
The old adage still bounces around. “Project Management is about getting the right widgets built, on time and under budget”.
Three boxes ticked. Success achieved. Zzzz…
However in an age increasingly shaped by global complexity, fluid markets, changing dynamics and digital transformation, the game has changed. More and more businesses are realising that successful Project Management is not just about delivering widgets – it’s about also helping the business to use the widgets to create behavioural changes that drive value outcomes.
A widget is just a widget if it sits on the shelf and doesn’t get used. The challenge is to help the business to use the widget to change the way people live and work. Do that, and the tangible, measurable business benefits can be realised.
Shifting human behaviour is where the magic happens. This is where design thinking helps us.
Without this human centred understanding, we can deliver widgets, but we will not help the client to create real, tangible and lasting value.
Design thinking is a human-centred approach to innovation that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business successTim Brown, IDEO