Monitoring And Controlling Projects

Change management has a branding problem. Many leaders think it’s emails, slides, and town halls. That misunderstanding kills change before it even begins. Here’s what it often gets reduced to: ❌ Sending a few announcement emails ❌ Building polished slide decks ❌ Hosting a one-time town hall Real change work runs deeper: ✅ Stakeholder analysis and mapping → Knowing whose buy-in makes or breaks momentum ✅ Change impact assessments → Anticipating how roles, workflows, and daily lives will shift ✅ Readiness assessments → Gauging if the organization is equipped to move ✅ Communication planning → Designing messages that connect with people, not just inform them ✅ Sponsor roadmaps and coaching → Guiding leaders to model the change, not just announce it ✅ Resistance management → Addressing fear and friction before they spread ✅ ROI evaluation → Measuring whether the investment actually delivers And beyond these: journey mapping, coalition building, cultural alignment, reinforcement strategies – the real work of sustaining change. Because the truth is: Change isn’t a memo, a project plan or an event. It’s a disciplined process of moving people from “the way things are” to “the way things need to be.” PS: What’s the biggest misconception you’ve seen about change management? -- 📌 If you want a high-res PDF of this sheet:   1. Follow Daniel Lock 2. Like the post 3. Repost to your network 4. Subscribe to: https://lnkd.in/eB3C76jb

Stop answering what's asked, Answer what's meant instead: When someone asks, "How's the project going?" most respond, "It's fine." But great leaders know this surface-level question masks deeper concerns: • "Should I be worried?" • "Are we meeting our goals?" • "When will I get the next update?" • "Do you need help?" Surface-level responses miss opportunities to: • Build trust through transparency • Provide actionable clarity • Demonstrate ownership • Address unspoken concerns Worse, vague answers breed doubt, cause churn, and trigger unnecessary escalations. Here's what to do instead: 1/ If you know the person: Use your understanding of their concerns and priorities. For example: • “It’s on track. We’re dialing up milestone M1 on Tuesday as planned. Our next status update is scheduled for Wednesday.” 2/ If you don’t know the person well: Provide an answer and invite clarity (demonstrates ownership). For example: • “The project is on track for delivery by XX/YY, and I’ve attached our latest bi-weekly update. Are there specific areas or concerns you’d like me to address?” Answering the question behind the question is a leadership superpower. PS: Questions are icebergs—90% lies beneath the surface. --- Follow me, tap the (🔔) Omar Halabieh for daily Leadership and Career posts.

We can’t predict the future. But we can approach it more systematically. That’s where futures thinking (or strategic foresight) comes in. And it’s a critical part of good strategic design. You’ll often hear futurists say: “Foresight precedes strategy.” That’s only true if we treat strategy as a fixed plan, built in a linear way. When we instead see strategy as a testable hypothesis, futures thinking becomes more powerful. The two start to shape each other. One of the hardest parts of futures work is that it asks us to question our own values and beliefs. At its best, it creates a scaffold that helps people think the unthinkable. Here’s how futures thinking shows up in my strategic design practice. FRAMING AND SCOPING Getting alignment early matters. Futures tools can be used for different challenges, so framing the right question is essential. Clear scope and shared intent give the work its best chance of success. SCANNING Often called horizon scanning. This is where we lift our gaze and look for weak signals of change. These early signs can point to larger shifts ahead. They form the raw material for scenarios, alongside drivers of change and, to a lesser extent, trends. UNDERSTANDING IMPACT Not all signals matter equally. We explore which ones could have the biggest impact, or where uncertainty is highest. Tools like impact wheels and probability–impact matrices help build shared perspectives and increase situational awareness. SCENARIOS Scenarios turn signals into stories about alternate futures. They help us test assumptions, surface risks, and spot opportunities. Importantly, they let us rehearse decisions before we have to make them. STRATEGY FORMULATION In a linear process, strategy is the end point. In a complex world, that rarely works. Rather than a single plan, I’m interested in strategy as a system. New information about the future feeds into decisions in regular cycles, not as a one-off exercise. This is only a personal snapshot. Each stage has more depth and nuance, and many practitioners would break this into more steps. Because I also work with a complexity lens, I’m less interested in futures as a way to design an ideal future and “close the gap”. For me, the real value of futures thinking is its ability to: - Broaden what we notice - Challenge hidden assumptions - Build resilience in strategic decision-making Futures thinking isn’t a silver bullet. But its value grows when it’s used alongside other complementary practices. It expands what we can imagine, while understanding complex adaptive systems helps us respond to what’s emerging in the present. #StrategicDesign #FuturesThinking #Strategy #DesignThinking #StrategicForesight

Dear IT Auditors,   When scoping IT audits, it’s easy to get lost in system details: Active Directory, databases, cloud platforms, backups… the list never ends. But here’s a secret I’ve learned for some time now: ➡️ Annex A of ISO 27001 is the best starting point for any IT audit. Why? Because Annex A outlines 93 controls (in the 2022 version) that cover the entire landscape of IT risks. Whether or not your organization is formally ISO-certified, these controls act as a roadmap.   Here’s how I use it in practice: 1️⃣ Access Control (A.5.15) – Helps me frame questions around onboarding, offboarding, role-based access, MFA, and privilege reviews. 2️⃣ Ensures I’m not just checking user lists but also looking for the principle of least privilege in action. 3️⃣ Operations Security (A.8) – Guides reviews of backup procedures, change management, patching, and logging. – Forces me to ask: “What happens if this fails?” not just “Is it documented?” 4️⃣ Supplier Relationships (A.5.19 – A.5.23) – Reminds me to consider vendor access, third-party risk, and SLA enforcement. – Because a weak vendor can be the weakest link. 5️⃣ Communications and System Acquisition (A.5.10, A.8.31, etc.) – Frames my review of system development, secure coding, and testing environments. – Encourages me to connect IT audit work with broader cyber hygiene practices. 6️⃣ Incident Management & Business Continuity (A.5.24 – A.5.30) – Pushes me to test whether incident response and disaster recovery are more than “documents on a shelf.” – Keeps resilience in scope, not just compliance.   Here’s the key insight: Annex A isn’t just for ISO auditors. It’s a common language that bridges IT, business, and compliance. If you’re auditing cloud services, fintech platforms, ERP systems, or even ITGCs for financial reporting, starting with Annex A ensures your audit scope is comprehensive, risk-based, and globally aligned. So next time you’re planning an IT audit, don’t reinvent the wheel. Open Annex A. Use it as your cheat sheet.   Because the best auditors don’t just look at systems, they look at systems through the lens of standards. (A wise man once told me this)   #ISO27001 #AnnexA #ITAudit #CyberCompliance #InternalAudit #GRC #RiskManagement #CyberSecurityStandards #AuditorTips

IFRS 18: A New Era for Financial Reporting The International Accounting Standards Board (IASB) has released IFRS 18 : Presentation and Disclosure in Financial Statements (April 2024), reshaping how organizations present and communicate their financial performance. The focus is clear: greater clarity, comparability, and transparency. While the standard doesn’t alter how profit is measured, it transforms how it’s told; standardizing structure, improving disclosure, and aligning global reporting practices. Key developments to note: 1️⃣ Structured income statement – All income and expenses must be classified into five categories: operating, investing, financing, income taxes, and discontinued operations. 2️⃣ New mandatory subtotals – Companies must now present operating profit or loss and profit or loss before financing and income taxes. 3️⃣ Management-defined performance measures (MPMs) – Non-GAAP figures like “adjusted EBITDA” must be disclosed transparently, reconciled to IFRS subtotals, and explained in detail. 4️⃣ Aggregation & disaggregation – IFRS 18 raises the bar for how items are grouped and presented, ensuring material information is clear and not lost in the fine print. 5️⃣ Effective date – Applicable for periods beginning on or after 1 January 2027, with restated comparatives and early adoption permitted. This isn’t just a compliance update, it’s a strategic opportunity for finance leaders to enhance reporting quality, strengthen investor confidence, and align performance communication with global best practices.

Sustainability Maturity Self-Assessment 🌎 Understanding the level of sustainability integration within an organization requires structured analysis across multiple operational dimensions. Moving beyond isolated initiatives, this approach provides a clearer view of internal alignment and areas requiring systemic improvement. Disclosure practices are a key area of focus. Integrated reporting that connects sustainability and financial data, alignment with frameworks such as TCFD, and preparation for new regulatory requirements indicate a higher level of maturity. Effective organizations establish clear sustainability targets. These targets are measurable, time bound, and supported by transition plans and internal accountability. They serve as reference points for strategic planning and operational execution. Governance is another critical pillar. The presence of formal structures, leadership ownership, and cross departmental coordination reflects whether sustainability is embedded into core decision making processes. Board oversight acts as a signal of institutional prioritization. Regular engagement, monitoring through defined indicators, and integration into enterprise risk management processes are all essential components. Data quality underpins all sustainability decisions. Organizations are evaluated based on their ability to collect, estimate, and validate key metrics, particularly emissions data aligned with recognized methodologies. Value chain visibility expands the lens beyond internal operations. The ability to monitor sustainability performance upstream and downstream indicates a broader understanding of impact and risk exposure. Procurement strategies also reflect the depth of integration. When sustainability criteria shape supplier selection and guide collaborative initiatives, procurement becomes a tool for driving environmental and social outcomes. This type of evaluation does not produce a static score. Instead, it highlights capability gaps, supports internal benchmarking, and informs priorities for systems level improvements aligned with strategic sustainability objectives. #sustainability #sustainable #esg #business

Strategic planning just got an AI upgrade – and it's a game-changer. Thrilled to share my latest #Fortune column, co-authored with some of my former colleagues at Boston Consulting Group (BCG). The reality: Even the best strategic planning suffers from human limitations – our biases, groupthink, and tendency to anchor future scenarios in past experience. When volatility rises, these constraints become dangerous blind spots. The breakthrough: Multi-agent AI platforms that simulate complex strategic scenarios with human-like behavioral patterns, but without human cognitive limitations. Think of it as having a boardroom full of AI agents – each playing regulators, competitors, customers, and other stakeholders – stress-testing your strategy 24/7 at a fraction of traditional costs. What we're seeing in practice: AI simulations identifying the same strategic moves as human workshops – plus new options humans missed entirely "Unknown unknowns" becoming "known unknowns" through expanded scenario modeling Strategic planning becoming more frequent, scalable, and accessible across organizations Leaders building confidence through pattern recognition across multiple simulation runs This isn't about replacing human strategic thinking. It's about augmenting it with tools that can explore a vastly wider range of futures, faster and cheaper than ever before. In an era where resilience drives outperformance, the organizations that upgrade their strategic planning capabilities first will have the advantage. Read the full piece: https://lnkd.in/eUNDT2WZ #AI #StrategicPlanning #BusinessStrategy #Leadership #GenAI #ScenarioPlanning #DigitalTransformation Leonid Zhukov, Ph.D, Maxwell Struever, Alan Iny Elton Parker David Zuluaga Martínez

We recently wrapped up usability testing for a client project. In the fast-paced environment of agency culture, the real challenge isn’t just gathering insights—it’s turning them into actionable outcomes, quickly and efficiently. Here’s how we ensured that no data was lost, priorities were clear, and progress was transparent for all stakeholders: 1️⃣ Organized Documentation: We broke the barriers— and documented on Excel sheet to categorize all observations into usability issues, enhancement ideas, and general comments. Each issue was tagged with severity (critical, high, medium, low) and frequency to highlight trends and prioritize fixes. 2️⃣ Action-Oriented Workflow: For high-severity and high-frequency issues, immediate fixes were planned to minimize potential impact. Ownership was assigned to specific team members, with timelines to ensure quick resolutions, in line with our fast-moving development cycle. 3️⃣ Client Transparency: A summarized report was shared with the client, showing the issues identified, the actions taken, and the progress made. This kept everyone aligned and built confidence in our iterative design process. Previously, I’ve never felt the level of confidence that comes from having such detailed and well-organized documentation. This documentation not only gave us clarity and streamlined our internal processes but also empowered us to communicate progress effectively to the client, reinforcing trust and showcasing the value of our iterative approach. It’s a reminder that thorough documentation isn’t just about organizing data—it’s about enabling smarter, faster decision-making. In agency culture, speed matters—but so does precision. How does your team balance the two during usability testing?

𝐈𝐅𝐑𝐒 18: 𝐖𝐡𝐚𝐭 𝐄𝐯𝐞𝐫𝐲 𝐂𝐅𝐎 𝐍𝐞𝐞𝐝𝐬 𝐭𝐨 𝐊𝐧𝐨𝐰 𝐁𝐞𝐟𝐨𝐫𝐞 2027 Starting 1 January 2027 (early adoption permitted), IFRS 18 will officially replace IAS 1, bringing a major shift in how income statements are presented. As a CFO, this change isn’t just about formatting — it’s about 𝐡𝐨𝐰 𝐲𝐨𝐮𝐫 𝐟𝐢𝐧𝐚𝐧𝐜𝐢𝐚𝐥 𝐬𝐭𝐨𝐫𝐲 𝐢𝐬 𝐭𝐨𝐥𝐝 to investors, regulators, and stakeholders. What’s New? IFRS 18 introduces three mandatory categories on the face of the income statement: 1. 𝐎𝐩𝐞𝐫𝐚𝐭𝐢𝐧𝐠 2. 𝐈𝐧𝐯𝐞𝐬𝐭𝐢𝐧𝐠 3. 𝐅𝐢𝐧𝐚𝐧𝐜𝐢𝐧𝐠 No more mixed practices. No more gray areas. The goal: consistent, comparable, and decision-useful financials across companies and industries. Practical Examples CFOs Should Watch For: A. Interest Expense on Lease Liabilities • Old way (IAS 1): Often reported in finance costs – inconsistently applied • New way (IFRS 18): Must be reported under the Financing category B. Revenue & Cost of Sales • No change: continues under the Operating category C. Investment in Associate • Old way (IAS 1): Often below operating profit or varied by entity • New way (IFRS 18): Clearly classified under the Investing category Why This Matters for CFOs: - 𝘐𝘯𝘤𝘳𝘦𝘢𝘴𝘦𝘥 𝘴𝘤𝘳𝘶𝘵𝘪𝘯𝘺 𝘧𝘳𝘰𝘮 𝘢𝘯𝘢𝘭𝘺𝘴𝘵𝘴 𝘢𝘯𝘥 𝘣𝘰𝘢𝘳𝘥𝘴 𝘰𝘯 𝘵𝘩𝘦 𝘥𝘪𝘴𝘵𝘪𝘯𝘤𝘵𝘪𝘰𝘯 𝘣𝘦𝘵𝘸𝘦𝘦𝘯 𝘤𝘰𝘳𝘦 𝘰𝘱𝘦𝘳𝘢𝘵𝘪𝘰𝘯𝘴 𝘷𝘴. 𝘪𝘯𝘷𝘦𝘴𝘵𝘮𝘦𝘯𝘵 𝘢𝘯𝘥 𝘧𝘪𝘯𝘢𝘯𝘤𝘪𝘯𝘨 𝘢𝘤𝘵𝘪𝘷𝘪𝘵𝘪𝘦𝘴 - 𝘕𝘦𝘦𝘥 𝘵𝘰 𝘳𝘦𝘴𝘵𝘳𝘶𝘤𝘵𝘶𝘳𝘦 𝘪𝘯𝘵𝘦𝘳𝘯𝘢𝘭 𝘳𝘦𝘱𝘰𝘳𝘵𝘪𝘯𝘨 𝘢𝘯𝘥 𝘴𝘺𝘴𝘵𝘦𝘮𝘴 𝘵𝘰 𝘢𝘭𝘪𝘨𝘯 𝘸𝘪𝘵𝘩 𝘵𝘩𝘦 𝘯𝘦𝘸 𝘤𝘭𝘢𝘴𝘴𝘪𝘧𝘪𝘤𝘢𝘵𝘪𝘰𝘯 𝘮𝘰𝘥𝘦𝘭 - 𝘖𝘱𝘱𝘰𝘳𝘵𝘶𝘯𝘪𝘵𝘺 𝘵𝘰 𝘪𝘮𝘱𝘳𝘰𝘷𝘦 𝘵𝘳𝘢𝘯𝘴𝘱𝘢𝘳𝘦𝘯𝘤𝘺 𝘢𝘯𝘥 𝘢𝘭𝘪𝘨𝘯 𝘮𝘰𝘳𝘦 𝘤𝘭𝘰𝘴𝘦𝘭𝘺 𝘸𝘪𝘵𝘩 𝘪𝘯𝘷𝘦𝘴𝘵𝘰𝘳 𝘦𝘹𝘱𝘦𝘤𝘵𝘢𝘵𝘪𝘰𝘯𝘴 𝐓𝐡𝐞 𝐭𝐢𝐦𝐞 𝐭𝐨 𝐩𝐫𝐞𝐩𝐚𝐫𝐞 𝐢𝐬 𝐧𝐨𝐰. Transitioning early could help your company lead in transparency, avoid surprises, and gain investor confidence. #CFO #IFRS18 #FinancialLeadership

Master the art of Financial Storytelling 🧑🏫 Your numbers tell a story, but are you telling it right? 👇 Numbers without context are just digits on a page. The real power comes from transforming those numbers into insights that drive action. ➡️ COMMON MISTAKES IN FINANCIAL REPORTING Let's start with what NOT to do when presenting financials: 1️⃣ Dropping raw numbers without context Raw data overwhelms your audience. When you say "Revenue grew to $100K," what does that mean for the business? 2️⃣ Reading slide content word-for-word Your presentation should add value beyond what's written. Share insights that aren't visible in the numbers. 3️⃣ Rushing through without pausing for questions Financial data needs time to digest. Create moments for discussion and clarification. ➡️ BUILDING A COMPELLING FINANCIAL STORY Here's how to transform your financial presentations: 1️⃣ Start with the fundamentals Always begin by establishing context. What's normal? What's exceptional? What benchmarks matter? 2️⃣ Connect data points to strategy Show how financial results link to business decisions. If working capital improved, explain which specific actions drove that improvement. 3️⃣ Use comparisons effectively - Period over period changes - Budget vs actuals - Year over year trends - Industry benchmarks 4️⃣ Structure your narrative - What happened? - Why did it happen? - What does it mean for the future? - What actions should we take? ➡️ COMPONENTS OF GREAT FINANCIAL STORYTELLING 1️⃣ Clear Dashboards Start with a clean, focused view of KPIs that matter most. Don't overwhelm with data. 2️⃣ Strategic Context Show how financial results connect to company goals and market conditions. 3️⃣ Forward-Looking Analysis Use current data to paint a picture of future opportunities and challenges. 4️⃣ Action Items End every presentation with clear next steps and decision points. ➡️ PRACTICAL TIPS FOR IMPLEMENTATION 1️⃣ Know your audience CFO needs different details than the marketing team. Adjust your depth accordingly. 2️⃣ Use visual aids Graphs and charts can illustrate trends better than tables of numbers. 3️⃣ Practice active listening Watch for confusion or disengagement. Adjust your presentation based on real-time feedback. 4️⃣ Create discussion points Plan specific moments to pause and engage with your audience. === Remember: Financial storytelling isn't about making numbers sound good. It's about helping stakeholders make informed decisions. What techniques do you use to make financial data more engaging? Share your thoughts in the comments below 👇