In addition to direct client engagements, TLIR conducts ongoing research into the prevalent issues that lead to cost overruns, delays, quality issues, organization vs. project conflict, vendor litigation, unacceptable ROI, frustrated stakeholders, tarnished reputations and worse. The research baseline is now 5,500+ projects spanning every common form of business improvement along with some not so common that are truly bleeding edge. These projects vary from cosmetic through to mission critical and beyond, ranging from $500K to $17Bn+. Our identification of the key traits and tendencies that contribute to failure and what can be done about them is recognized as innovative, practical and value laden.
Our articles are widely published and our presentations, seminars and workshops have engaged executives, managers and staff in public and private forums worldwide. To provide a sense of the cutting edge value inherent in our research and the practical, pragmatic ways in which we educate; headlines, keynote extracts and audience comments are listed randomly below…
"At any moment in time, every organization will be in the throes of change to a greater or lesser degree. Projects; tens, hundreds perhaps more vie for resources, time and attention; concurrently striving to address defensive, offensive, expansion, contraction and improvement pressures...
Understanding the potential for problems when multiple projects are underway across your organization and how to proactively deal with them starts with gaining an appreciation of what is now, what was then, what will be and what is happening in between...!"
Theme Extract – The Sum of Change
ECMLG WinchesterUK // ICKCCM, Prato, Italy // ISSSP New OrleansUSA John Bolden, TLIR Group
I attended a multi-stream management conference where most subjects and topics were repetitive and boring. Then I listened to “Who Hired Pandora? My first action back at the office was to book John to present the same material to my management team.” Dietrich Wolder, EVP, HSC
“I sat at the back of the room, listening and watching as John explained his findings about what is typically overlooked, ignored or taken for granted whenever change is on the agenda.
The looks on the faces of my people, coupled with their furious note taking told me all I needed to know.”
“Asking questions about who is going to do what to whom, where, when, why, at what cost, with what intended result and with what impact to the organization is good management.
Asking questions about how this project will impact those projects or vice versa and how the business will be able to accommodate multiple waves of change is wisemanagement.”
Tutorial Extract - Quislings Multiply Like Lemmings - J. Bolden, ECITM, Paris France
“Listening to John draw parallels between Oracle’s pursuit and conquest of PeopleSoft to Caesar’s triumph over Vercingetorix was fascinating, made all the more entertaining when John recounted his military service in West Berlin during the latter stages of the Cold War, guarding Rudolf Hess in Spandau Prison!”
Kevin Turner, EVP, BT Holdings
“As John explained his views about why conflicts arise whenever change is on the agenda, I realized why so many of our global projects run into problems. “Quislings Multiply Like Lemmings’ is one of the most thought provoking seminars I have ever attended.” Terry Mathews SBU, GE
"Who Hired Pandora?"...(more
“Today, most business improvement projects are managed according to yesterday’s thinking.
Linear - Singular - Insular Mindsets all but guarantee business improvement projects will fail to meet expectations.
Let me explain…” Presentation Extract: Archaic, Linear Envisioning, Planning & Execution J. Bolden. EMTC, Rome Italy
"One trusts that someone, somewhere, has full and complete visibility of everything that is being considered, being planned and being undertaken to improve the business, across the entire business... Let me ask YOU! Who would that be…?”
Presentation Introduction – The Case for the Chief Change Officer John Bolden, EIPM, Winchester, UK
The contents of this website and all copyrights, intellectual property and trademarks explicitly stated or implicitly assumed therein are proprietary to TLIR Group and shall not be used or reproduced in whole or in part in any manner whatsoever for any reason without securing the prior written permission of TLIR Group
