It’s a good start to have your processes in place to accommodate the practices of the portfolio definition and delivery cycles. But you need more. If there is no commitment of senior management it will be a mission impossible to accomplish the portfolio goals.
Your staff must show involvement, looking for new opportunities, new innovations, willing to take decisive actions to solve problems because they want to work for a successful organisation, or in other words they must show productive energy.
MoP describes the energized change culture as one of the principles and sees this organization energy as the linking pin between the two portfolio management cycles. The energy is the “fuel” for change and performance.
Being successful is all about people and in that sense it’s a pity the MoP manual spends just a few pages on this topic. Searching on the Internet gave some interesting presentations and articles from Vogel.
Henley Business School/Vogel defines organizational energy as ‘the extent to which an organization (or division or team) has mobilized its emotional, cognitive and behaviour potential to pursue its goals.’
- Portfolio management principle 5: Energized change culture
- Organizational energy matrix
- What is the energy state of your company?
To download: MoP (practice Organizational energy, 150515) v0.1
This article will be used in a new book MoP practices in practice, for portfolio managers who want to embed the MoP theory in their organization. In the coming months several blog posts and articles will be published waiting for your feedback. To see all, select the tag MoP_practices_in_practice.