Keep things simple

‘Welcome to Texas,’ said my new boss. ‘We don’t want any British bureaucracy. Just cut to the chase, so the guys will follow.’

This was pre-millennium, my first time in the US, and my first ever megaproject. Transatlantic collaboration was still uncommon. I had no intention of bringing any bureaucracy, British or otherwise. But he did have a point. They’d assembled a strong team, and this wasn’t their first rodeo. So why were their projects in trouble?

We’ve observed this pattern many times since. Our clients have knowledgeable and experienced people, use solid PM systems and have done similar projects. What gives?

Your people, processes, and track record define your general corporate robustness. But with complex projects, the undertaking’s unique context dictates the project resilience you need. Baked-in companywide policies provide no blanket insurance.

If you want to tackle Everest, you first have to be a competent climber. But before you embark, you increase your training regime and fitness level. And seek outside support.

My old boss’s advice to cut to the chase informed our pragmatic approach at Epeus. When facing a big challenge, identify what will make the biggest difference, then communicate it plainly.