娇色导航

More than 20 years ago, I took part in one of the first enterprise-wide project portfolio management (PPM) implementations. Back then, the term “digital transformation” wasn’t popular. We were simply trying to solve a problem that anyone working in IT — or manufacturing, where I began — would immediately recognize: the disconnect between strategy and execution.

In manufacturing, you don’t change the production line without assessing the impact. We used MRP systems to plan materials, ERP for financials and DRP for distribution. However, when it came to managing change itself — the mix of IT projects, innovation efforts and transformation programs — there was a noticeable gap.

So, we built it.

We gave leaders new insights into project portfolios, resource allocations and cost estimates. For the first time, they could see across silos. But even as we celebrated that achievement, something still bothered us.

We were tracking the work, but we weren’t helping with the planning.

And that’s the main reason most large-scale transformations still get stuck today.

The problem? Planning ends too soon.

Most CIOs and transformation leaders start these efforts fully engaged. They help set priorities. They craft the roadmap. They define the “why.”

But once execution kicks off, the system pushes them aside.

Status meetings replace strategy sessions. Dashboards replace scenario planning. The operational machine takes over, and leaders go from guiding to observing — governing through quarterly reviews rather than continuous guidance,

In my early work with PPM, I observed this pattern happening in real time. The tools we created were effective for tracking, but they didn’t provide executives with a “safe space to plan.’ There was no opportunity to ask:

• What if we shift 20% of resources from project A to project B?
• What happens if a supplier delay forces us to reprioritize?
• Can we model the cost of slowing down one initiative to accelerate another?

These aren’t just theoretical questions. They represent the types of trade-offs leaders face daily — yet in transformation programs, they often don’t get the chance to consider them until it’s too late.

Why a safe place to plan matters

Without a dedicated planning environment, leaders tend to firefight. They manage by exception, reacting to problems rather than preventing them. I’ve seen CIOs become stuck in a loop where the only options are approve, deny or escalate—because the window for flexible decision-making has already closed.

A “safe place to plan” is the missing link. It creates a space where:

• Leaders can test ideas without rushing into commitments.
• Teams can evaluate capacity and costs without causing alarm.
• Decisions can adapt as fresh data appears — not annually, but constantly.

This isn’t about micromanagement. It’s about enabling strategic leadership throughout the entire change journey — not just at the kickoff.

Lessons from the first PPM implementation

When we built the first PPM platform, we addressed a real need: cross-portfolio visibility. We helped organizations move from random project lists to structured decision-making processes. But we also learned some tough lessons.

One of the biggest? “Visibility is not foresight.”

Our system showed leaders where resources were allocated, but it didn’t help them model new scenarios in real time. It answered, “What is happening?” but not “What if?”

That gap caused decision delays. Minor issues escalated into bigger ones because no one wanted to modify the plan without a clear, risk-free way to explore options. By the time leaders stepped in, the choices were fewer — and more expensive.

Fast forward to today, and many organizations continue to face the same issue. They have more data than ever, but less space to think strategically about change as it unfolds.

We know from that successful transformations are significantly more likely when leaders remain actively involved throughout the entire process, not just at the outset. However, most organizations still lack a formal structure to support this.

Building the cockpit, not just the dashboard

I’ve worked with CIOs and transformation leaders who are handed dashboards when what they need is a cockpit.

A dashboard shows you what’s happening. A cockpit enables you to adjust controls, simulate scenarios and course-correct in real-time.

In large-scale change, that difference matters.

For example, I recently helped a technology leader who was managing a major platform migration while also working on emerging AI initiatives. He had dashboards for each project but lacked an integrated view of how shifting resources would affect timing, costs or outcomes across the entire portfolio. The tools tracked status—they didn’t assist him in making informed decisions.

This isn’t just about tools; it’s about mindset. highlights that many effective strategies fail because organizations don’t adapt to change as it happens. Without a safe space to simulate scenarios and evaluate trade-offs, leaders become stuck in governance loops. They approve funding, review reports and hope execution stays on track. But when change happens — as it always does — they’re stuck reacting rather than steering.

How to create a safe place to plan

So how do we fix this?

Here are four steps I’ve seen make a real difference:

1. Normalize continuous scenario planning

Treat planning as an ongoing process, not a one-time event. Incorporate regular “what if” discussions into governance — doing this proactively, not just when issues arise. Dynamic decision-making is a vital leadership skill in today’s environment, as noted by .

2. Integrate planning with execution

Connect work systems with strategy systems. This involves establishing a two-way data flow between existing planning and execution tools (such as SPM, PPM, PMO, Jira, even Excel) and strategic planning models. Leaders shouldn’t have to wait for end-of-quarter reports to see the impact.

3. Focus on trade-offs, not just tracking

Executives must understand the “cost of change” before making decisions that become commitments. This involves modeling scenarios that include real capacity, price and timing implications — not just identifying risks afterward.

4. Build a psychologically safe environment

Leaders must feel safe asking questions like “What happens if we change course?” without causing organizational panic. Planning environments should promote exploration rather than penalize it.

The stakes are higher now.

Twenty years ago, if a project veered off course, the consequences were usually internal — delays, budget overruns or political headaches. Today, with cloud migrations, AI deployments and digital customer experiences at risk, the effects are external and immediate. A failed transformation can erode market share, damage brand trust or even lead to regulatory scrutiny.

That’s why establishing a “safe place to plan” is more essential than ever.

It’s not about having more data. It’s about fostering better dialogue.

It’s not about generating more reports. It’s about providing more “real-time insight into impact.”

And it’s not about creating another dashboard. It’s about equipping leaders with a cockpit.

Final thoughts: Planning is leadership

I’ve spent much of my career helping organizations navigate change, including serving as a board member for nonprofit groups focused on at-risk youth. Across sectors, the lesson remains the same:

 Planning isn’t just a phase of transformation — it’s the core of leadership during transformation.

When we develop systems that keep leaders engaged in planning — throughout the entire journey, not just at the beginning — we achieve better results. We make smarter trade-offs. We reduce chaos.

We transition from reactive management to proactive leadership.

That’s the change I’d like to see.

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