Because we have a different approach to PPM, One2Team tends to see both disruptor and legacy companies. We’re thrilled to work with innovators like Hyperloop HTT, but we see very different challenges for traditional companies who are facing disruption. And much of that pain is the result of choosing the status quo.
The hardest statistics on the fall of industry show the speed of that disruption. Half of stock market leaders will be displaced within 10 years. The leadership lifespan of industry titans was 33 years once; by 2027 it will be 12 years. Half of the Forbes 500 has tumbled from the top within 16 years. All for one reason: the inability to react to disruption. Or as we see it, the high cost of status quo.
Despite the high cost of project failure, inertia in processes and preferences in complex enterprises is the most common faultline when a global enterprise begins to slip. Another form of the status quo is to expect IT to build to your requirements instead of buy. I think we all know how that goes, with unexpected costs, delays and feature shortages.
But the main cost of status quo is failure to change process. Too many of our customers have come to us at a crossroads where they are losing against disruption. Fortunately, many of them have turned the ship around. We’ve seen multiple consumer packaged goods (CPG) companies double their product line. Over the ten years of our expanding relationship with Renault-Nissan, we’ve celebrated as they became the top car manufacturer.
The operational difference that we make is tangible through reducing cost of reporting, project management, risk reduction and accountability. We also introduce automation around progress and budgets so that intervention is less a matter of chance.
Long story short, we understand how hard it is to break away from bad processes. However, we see the results when airline regulators and global retailers alike require a fraction of the original forecast for project management. When work with telecom external vendors and field operators becomes so streamlined that the same team produces 4x the output, or global insurance companies double theirs.
Results like these depend on willpower. We all know there’s a better way to work. But breaking away from spreadsheets and silos is just one of the first steps