Читать книгу The Red Pill Executive - Tony Gruebl - Страница 12

Most executives claim their Operations run fairly well. Always room for improvement, mind you, but overall their projects deliver what they need to keep their company running and profitable.

That’s right. Everything’s fine with projects.

Except it isn’t.

Imagine taking your car to a repair shop who gives you a quote and a timeframe. When you arrive to pick it up, the car isn’t ready and won’t be ready for a while. The repair takes twice as long and costs three times as much as your quote. You drive off the lot with the engine clanging and smoke trailing from the exhaust pipe. When your friend asks how you like your repair shop, you nonchalantly reply, “They do fairly well.”

“You knew there was a shark out there! You knew it was dangerous! But you let people go swimming anyway?”

~Mrs. Kintner in Jaws¹⁰⁰

Really?

Perceptions are tricky. Human beings have a natural inclination to make offhanded statements with little evidence to back them up. For blue-pill managers, it’s often easier to say, “Nothing is wrong here. Especially near the nuclear reactor.”

While an expectation of failure might seem absurd, it does make sense when you consider project success rates stayed at 32% for about 10 years, then dipped to 29% in 2015¹⁵ and improved by a meager 1% more by 2018. And this despite new support organizations, new tools and processes, and the new concept of the Project Management Organization [PMO].

When failure is the norm, leaders naturally end up thinking: Sure, projects fail. They always have, and they always will. Maybe we just need to deal with it. They repeat truisms like, “Take your worst estimate and double it.”¹⁶

With the odds so heavily in the shark’s favor. Sooner or later, every blue-pill operative will fall into the 38% or the 33% range. Count on it. If you’re the one in charge, those numbers also affect you.

We of the red-pill persuasion maintain that consistent success is not only possible, it’s practical and attainable. Our 95% success rate backs us up.

“Everything hinges on leaders who have the cojones to take the red pill and open their eyes.”

When Red Pill executives know how to develop and lead a Red Pill team, their success will draw attention, and others will want in on the action. That’s when things go viral.

Everything hinges on leaders who have the cojones to take the red pill and open their eyes.