Continuous Improvement In Project Management

The best alternative for a SWOT? Probably a NOISE Analysis, encompassing an organization’s Needs, Opportunities, Improvements, Strengths, and Exceptions. This is what it means and how to use it. While the SWOT Analysis is already decades the most popular tool for strategic analysis, the NOISE Analysis is an interesting and more structured, step-by-step alternative. Its five elements mean the following: Needs (N) What needs to be present for a plan or strategy to be achieved? What are the main issues that need to be resolved or next steps that need to be made for the organization to move forward and fulfill its stakeholders’ expectations? Opportunities (O) Which external factors will provide an opportunity for the organization to grow or develop? How do other organizations become successful? Which promising avenues for growth or development are there? Are there areas of untapped or unrealized potential? Improvements (I) How must the organization change to establish needs and take advantage of opportunities? Which process, practices, and infrastructure needs to be changed and enhanced to achieve what the organization wants and needs to achieve? Strengths (S) What is the organization currently doing well? How is success measured? Which distinct advantages and strengths does the organization have compared to others? Which resources, assets, and competencies can be leveraged to achieve what is needed? Exceptions (E) What is already present or occurring? Which process, practices or developments are already in place and can continue to play a central role in the future? Which projects or initiatives that are already happening can you further leverage? Compared to the SWOT, the NOISE Analysis is much more solution-driven and actionable. Rather than merely reflecting an organization’s status quo along four boxes, it has a strong step-by-step logic helping an organization focus and achieve its next strategic moves. Particularly interesting I find the last two elements Strengths and Exceptions. Both reflect what an organization is already good at and doing in line with the needs identified. As such, these elements reflect an appreciative approach in which strengths are leveraged. These elements also embrace the continuity of an organization and the reality that there are always projects, processes and practices already going on that can support a strategy. This makes it a more dynamic and realistic tool than a mere SWOT. When will you start your NOISE Analysis? === Want to substantially upgrade your strategy and implementation skills? Join our Certified Strategy & Implementation Consultant (CSIC) program now. Registration for our February 2025 cohort closes on January 31, so this is the time to decide to invest in yourself. #organizationaldevelopment #marketinganalysis #businessinnovation

Most people are taught how to be high performers. But too few are taught how to perform in a team. And that’s a problem, because in most roles, you’re not an individual contributor. You’re part of a larger entity, working with others to build something. Yet, I see founders spend hours refining their product or systems,  But don't devote time to team development. At HomeServe, I approached team performance with purpose,  And it was one of the best decisions I made. Here are 7 tools I’ve used (and still use) to build high-performing teams,  Based on real lessons from building a £4.1bn business: 1️⃣ Start With Why (Simon Sinek) ↳ Before you focus on what or how...get clear on why. WHAT – The product you sell or the service you provide HOW – What makes you different WHY – Your deeper purpose or belief Every great team needs a reason to get out of bed in the morning. 2️⃣ The 70-20-10 Rule (McCall, Lombardo & Eichinger) ↳ How people actually learn on the job: 70% from challenging experiences 20% from coaching and mentoring 10% from formal training Most teams over-invest in training, and under-invest in real development. I'm amazed at how few founders or CEOs have a coach or mentor. 3️⃣ The Trust Triangle (Frances Frei, Harvard) ↳ Trust isn’t built with perks. It’s earned in three ways: Authenticity – Are you real? Logic – Do your decisions make sense? Empathy – Do you care? Without trust, you can’t build speed or loyalty. 4️⃣ The 5 Stages of Team Development (Tuckman Model) 1. Forming – Team gets together 2. Storming – Conflicts surface 3. Norming – Ground rules form 4. Performing – Results roll in 5. Adjourning – Project ends or evolves Don't panic during ‘storming’. It’s necessary friction. 5️⃣ The Johari Window (Luft & Ingham) ↳ Self-awareness is a team sport. Open – You know, they know Hidden – You know, they don’t Blind Spot – They know, you don’t Unknown – No one knows (yet) This helps surface feedback, build confidence, and avoid surprises. 6️⃣ The Energy/Impact Matrix (Inspired by McKinsey) ↳ Map every team member’s impact vs. energy. Use it to: Make smart hiring/firing decisions Spot burnout early Retain high performers High-performing teams don’t tolerate drift. 7️⃣ The RAPID Decision-Making Model (Bain & Company) ↳ High-performing teams make fast, clear decisions. Recommend – Suggest the course of action Agree – Those who must sign off Perform – Executes the decision Input – Provides relevant facts or opinions Decide – Final decision-maker This clears up delays, dropped balls, and blame. Building a great team is about building an environment where talent can actually thrive. I go deeper into team-building in my new book. Order it today: https://lnkd.in/eRYDKXdT ♻️ Repost if you believe team performance should be built, not assumed. And for more on how I scaled teams to build a £4.1bn business, Follow me Richard Harpin.

Problem-Solving Approach A systematic problem-solving approach involves understanding the issue, analyzing it thoroughly, and devising an effective solution. Begin by defining the problem clearly to identify its root cause. Gather relevant data and evaluate possible solutions by considering their feasibility and potential outcomes. Next, select the most suitable solution and implement it with a clear plan. Continuously monitor the results to ensure the problem is resolved effectively. If needed, adjust the approach based on feedback and outcomes. This methodical process fosters clarity, reduces errors, and ensures efficient resolution of challenges, whether personal, professional, or academic.

Solving problems is the core of leadership. But not all problems are created equal. Some are messy. Some are hidden. Some keep coming back no matter what you try. Quick fixes don’t work. Assumptions break under pressure. What looks simple is often anything but. That’s why leaders need thinking tools. Not just instincts or experience. 5 proven ways to solve real problems properly: ❓ The 5 Whys ↳ Start with one clear problem you want to solve ↳ Ask “Why did this happen?” → then answer it ↳ Ask “Why?” again based on that answer ↳ Repeat until you hit a broken process or system ↳ Most real causes appear by the fifth why 🧭 Cynefin Framework ↳ First step: Diagnose the type of problem you have ↳ Clear: Obvious issue? Use the usual process ↳ Complicated: Get expert advice. Don’t improvise ↳ Complex: There’s no right answer. Test and learn ↳ Chaotic: Stop the bleeding before thinking long-term 🧠 First Principles Thinking ↳ State the problem in plain, exact language ↳ Break it down into its smallest parts ↳ Identify facts that are 100% provably true ↳ Remove everything based on habit or guesswork ↳ Rebuild a solution using only those raw truths ⚙️ DMAIC (Six Sigma) ↳ Define the issue with clear goals and boundaries ↳ Measure how the process is performing today ↳ Analyse the data to find what's causing failure ↳ Improve by fixing the weak step in the process ↳ Control results with checks to keep it stable 🎯 Design Thinking ↳ Empathise: Understand how others feel the problem ↳ Define: Frame a problem that’s actually worth solving ↳ Ideate: Explore options beyond what’s been done ↳ Prototype: Trial the idea in a small real-world setting ↳ Test: Gather feedback, then refine with specifics Problem-solving isn’t a step in leadership. It’s the skill that holds every decision together. Which of these methods have you successfully used? Let me know in the comments. ♻️ Repost to help others solve problems better 👉 Follow Lauren Murrell for more like this

A learning organization is one where learning is BUILT INTO how people work, solve problems, share knowledge, and improve. Many companies claim to be learning organizations, but in reality, they often confuse training with true learning. They focus on courses and workshops but neglect the daily habits that drive growth... like reflection, feedback, knowledge-sharing, and collaborative problem-solving. Sound familiar? If so... Here are some ways to move toward becoming a true learning organization: 💡 Make learning visible. Start weekly team meetings with one question: What did we learn this week? Whether it’s from success or failure, small experiments or major projects-capture it, name it, and make it part of the conversation. 📢 Encourage challenges. Let people respectfully question the way things are done. Leaders need to show that it’s not only okay to ask “why?”- it’s welcomed. This is a great approach to build into your daily Gemba Walk! ⚠️ Use problems as lessons. Don’t jump to blame when something goes wrong. Instead, ask, What can we learn from this? What will we do differently next time? Make this a habit, not a once-off response in your 1:1's and everyday interactions. 📋 Make reflection routine. At the end of a project or during quality meetings, take 10 minutes as a team to ask: What went well? What didn’t? What did we learn? What should we change? 🗣️ Share learning across teams. Too often, learning stays stuck in silos. Create simple ways to pass it on like learning libraries, book clubs or monthly learning huddles across departments. ✨ Lead by example. Leaders who regularly admit they’re still learning create a culture where learning is normal. Asking questions instead of always having the answers is a key behaviour to set the tone. Do you agree it's more important than ever to create learning organizations? Any tips on creating a learning organization? Share them below and let's chat!

Leaders, when was the last time you upgraded your leadership playbook? Many of you still rely on outdated strategies like: ❌ Brainstorming sessions that lead to groupthink ❌ Open-door policies that unintentionally create more distance ❌ Leadership that assumes having all the answers instead of enabling others Here are 5 leadership upgrades that drive team performance: 1️⃣ Use cognitive friction Instead of avoiding disagreements, create structured debate spaces where diverse ideas collide. Research shows this leads to better decisions and breakthrough thinking. 2️⃣ Try brainwriting instead of brainstorming Traditional brainstorming favors the loudest voices. Brainwriting ensures everyone’s ideas get heard before discussion starts, leading to 2x more creative solutions. 3️⃣ Give power to the first follower It’s not the idea but the first person who supports it that drives momentum. Encourage team members to publicly back good ideas to create a culture of shared leadership. 4️⃣ Introduce scheduled accessibility policy Saying “my door is always open” doesn’t mean people will walk in. Structured check-ins create real psychological safety. 5️⃣ Use cognitive apprenticeship High performers don’t just need assignments—they need to see how leaders think. Instead of just delegating, explain your decision-making process in real-time. Team leadership isn’t static. The best teams evolve—so should their leader's practices. Which teamwork upgrade will you try first? Drop a comment below! 👇 ___________________________________________________ 🌟 New here? Hi! I’m Susanna. I help companies create high-performing teams grounded in psychological safety. Let’s unlock your team’s full potential together!

The 4-step communication trick I wish I learned 10 years ago Most people think confident communication is about talking more. But the best communicators I’ve coached don’t speak louder They speak C.A.L.M. It’s my signature 4-step framework, Something I teach in nearly every room I walk into Here’s what it stands for: 👉 C: Clarify your message If your core point isn’t clear to you It won’t be clear to anyone else So, strip the fluff If you can’t say it in one line, it’s not ready 👉 A: Align your tone Your words mean nothing if they  Don’t match the listener’s emotion Empathy is the new power language; adjust accordingly 👉 L: Lean into silences Most people panic in a pause Great communicators use it to land their message 👉 M: Mirror the room Your posture, tone, and presence should  Match the energy of the space It’s not mimicry, it’s emotional intelligence in motion Whether it’s a meeting, a pitch, or a tough conversation Speak CALM, not loud. (And watch the shift happen.) #ConfidentCommunication #LeadershipPresence #SoftSkillsCoach #VrindaGupta #CALMFramework #SpeakWithImpact

I was excited to see McKinsey & Company share research about teams that is very much in line with the work we are doing. Team-focused transformations can lead to 30% efficiency gains in organizations that implement these strategies effectively. The tough part? Not all teams are created equal, so this approach is a bit more complex. Here are four actions leaders can take to build a network of effective teams, based on case studies of organizations. One: Identify the Highest Value Teams Start transformation by identifying high-value teams. Select teams aligned with the organization’s purpose. Empower teams through guided journeys and support from facilitators. Begin with a core group, then add teams in waves. The result: cultural shifts, improved agility, and measurable results. Two: Activate the Teams Give teams clear goals and decision-making power. Cut bureaucracy and empowered teams. Teams focused on high-value work and involved key stakeholders. The result: faster decisions, better collaboration, and continuous improvement. Three: Lift the Leaders to Support Their Teams Traditional leadership skills must evolve to inspire purpose and remove obstacles. Leaders act as connectors, share successes, and address challenges. A growth mindset helps leaders navigate new ways of working. The result: empowered teams, faster decision-making, stronger collaboration, and a scalable transformation driven by purpose-led leadership. Four: Scale this Approach to More and More Teams Share success stories to inspire enthusiasm and highlight the benefits of the transformation. Measure impact with tools like team barometers, tracking alignment, mood, trust, and teamwork levels. Scale transformation by moving from prioritized teams to a broader group of value-creating teams. The result: scalable transformation driven by a network of change agents. The result of all of these steps: significant performance improvements.

"Should we hire or should we cut?" is a question I'm hearing often from small business owners right now, which is fair given the mixed economic signals. Some clients are seeing their best quarters ever. Others are watching pipelines thin out. Everyone seems to be asking, "How do we plan for what we can't predict?" This is where scenario planning becomes your survival tool; not just hoping for the best, but modeling the reality of different futures. Here's what we walk our clients through: 🌳 The Growth Scenario: For example, if revenue is expected to be up, we’re looking at potential team expansion and higher overhead. Looking at what that does for cash flow given the changes to expected expense changes. 🌱 The Steady Scenario: Where flat growth is expected and we plan to maintain current team, we’ll want to optimize margins and prepare for inevitable per team member increases. There will likely be some percentage increase YOY but we expect the core costs to stay the same. 🍃 The Contraction Scenario: On the other hand, if revenue is expected to go down, we want to look at strategic cuts that allow the team to run efficiently while preserving cash. For our clients, this is usually a mix of team, professional services, and travel. We also want to ensure that the resources kept are used efficiently. Each scenario gets its own financial mode where we map out cash flow, runway, and break-even points for 3, 6, and 12 months ahead. The command center for this? Fathom. We've been using Fathom since the beginning of Little Fish Accounting and it lets us build the scenarios in real-time with clients, showing exactly how each decision ripples through their financials. No more spreadsheet gymnastics or gut-feeling guesses. Ultimately, the founders who survive uncertainty aren't the ones with crystal balls—they're the ones with clear models and decisive action plans. And we're glad to be the builders 🧱

Across industries, clients are sharing with me that something quiet, yet significant, is unfolding in boardrooms: strategic planning is being fundamentally rethought, not just refreshed. Two signals are driving the shift: 1️⃣ Corporate Restructuring Is Accelerating Kraft Heinz’s decision to split into two companies is just one recent example. We're seeing more leadership teams acknowledge that legacy structures built for scale may now be barriers to growth: nimble entities are far more adaptable in uncertain times. In my own practice, I’m currently working with a large-scale healthcare executive client reorganizing around service-line profitability (not geography), and a fintech firm exploring spinouts to unlock value in client-driven capabilities. Clarity is the new currency and leading strategy discussions. Exclusionary growth-oriented strategies are passe. 2️⃣ Capital Markets Are Opening Back Up Another observation is that IPO momentum is returning. Axios recently reported up to 60 IPOs are expected before year-end. Klarna, Gemini, and others are moving forward, and even mid-market firms are reevaluating M&A plans. One client postponed a deal this summer, not because of funding obstacles, but to sharpen their investor story in light of the competition. The most impactful shift? Strategic planning itself is being rebuilt. Traditional planning models are losing trust and relevance. In today’s politicized and noisy environment, many of my clients are curating their own data ecosystems. Some have added “noise filters” to adjust for narrative manipulation. Others are shortening cycles from annual to rolling 6–9 months. Here are 3 practices I’m seeing among forward-looking orgs: ✅ Scenario Loops over Static Models Dynamic updates based on volatile indicators (commodities, regulation, consumer trust) guide real-time adjustments. ✅ Strategy + Structure Are Now Linked One tech firm redesigned its org chart during its strategy retreat, not 6 months later. ✅ Investor Storytelling Is Part of Planning Especially for firms near funding or IPO, strategic planning now includes a messaging track. My O&G CFO client called it their “Investor GPS.” As you prepare for your next planning cycle, ask: ·       Is our structure aligned for where we’re going, not just where we’ve been? ·       If the capital window opens, are we ready? ·       Are we telling a story the market believes? In 2026, strategy is more abut being directionally clear, structurally agile, and ready to move. #ExecutiveLeadership #StrategicPlanning #CapitalMarkets #IPO #CorporateRestructuring #2026Strategy #BoardLeadership