Powering the Project Economy - and Building a Net Zero World)
- 1. POWERING THE PROJECT ECONOMY Building a Net Zero World Ashwini Bakshi Regional Managing Director Project Management Institute
- 3. PMI Signposts Report – Barbara Neumann Et Al., Future Coastal Population Growth And Exposure To Sea-level Rise And Coastal Flooding, PLOS One 11 March 2015 Populations At Risk From Sea Level Rise by 2060
- 4. XX MARCH 2021 4 • We have a climate emergency at hand. • ..” the path to zero emissions …heavy on statements of desirability rather than actual plans” * • “..Addressing climate change isn’t just a matter of increasing the percentage of our electricity that comes from renewable sources. It requires coordinated planning across the full range of human economic activities, ranging from what we eat and how we heat our homes through to how we reduce our reliance on cement. • “Without an overwhelming commitment to greater social justice, a democratic society is unlikely to obtain consent for the painful, expensive and complex changes necessary to move us from a society entirely reliant on fossil fuels to one entirely free of them in just thirty years. * What We Need to Do Now For a Zero Carbon Future; Chris Goodall 2020
- 5. Some will argue for one technology over others as if there is a silver bullet. The reality, as with everything in life, is that diversity and flexibility will be needed to enable a secure, low-carbon electricity system at affordable prices. Alistair Phillips-Davies Chief Executive, SSE Image: Energy Transitions Commission 5 A net-zero global economy is technically and economically possible by mid- century, and will require a profound transformation of the global energy system. Energy Transitions Commission - Making Mission Possible
- 6. XX MARCH 2021 6 1. Increase renewable electricity generation 20-fold 2. Massively improve the insulation of UK houses 3. Electrify the transport system 4. Move the food system away from meat. 5. Make the fashion business more sustainable. 6. Change technologies for production of steel, cement, fertilisers. 7. Increase the area of woodland 8. Collect CO2 directly from air. 9. Introduce a meaningful carbon tax 10. Research and plan geo-engineering techniques * What We Need to Do Now For a Zero Carbon Future; Chris Goodall 2020
- 7. Leaders and laggards X MARCH 2021 Pulse of the Profession® 2021 7 We consider only methods that have proven effective for us in the past. We consider any and all possible methods available to solve the problem at hand. (Mostly/exclusively describes us) 30% 38% (Mostly/exclusively describes us) 32% Traditional Enterprise Gymnastic Enterprise
- 8. X MARCH 2021 Pulse of the Profession® 2021 8 Gymnastic enterprises combine structure, form, and governance with the ability to flex and pivot. Focusing more on outcomes than process, they select the best ways of working from a landscape of possibilities.
- 9. Pivots and processes Organizational Agility + Risk Management = Project Success X MARCH 2021 Pulse of the Profession® 2021 9 48% Gymnastic enterprises were more likely than traditional enterprises to have high levels of organizational agility. 27% vs 68% Gymnastic enterprises were more likely than traditional enterprises to frequently use standardized risk management practices. 64% vs
- 10. X MARCH 2021 Pulse of the Profession® 2021 10 Gymnastic enterprises lead the way by creating changemakers—those who, regardless of their role, feel personally inspired and equipped to turn ideas into reality. This happens when people continuously get better at what they do, utilizing a variety of means to build a holistic portfolio of skills, from which they can pick and choose the best ways to drive results and value.
- 11. 19 OCTOBER 2021 Pulse of the Profession® 2021 11 Creating changemakers
- 12. X MARCH 2021 Pulse of the Profession® 2021 12 Augmenting talent through technology
- 13. X MARCH 2021 Pulse of the Profession® 2021 13 Prioritizing power skills... 17% 32% 40% 42% 21% 46% 50% Empathy Innovative mindset Adaptability Collaborative leadership Gymnastic Traditional 54%
- 14. X MARCH 2021 Pulse of the Profession® 2021 14 ...but building an entire portfolio of skills Q: How would you rate your organization's progress in developing talent in these skill areas over the last three years? (“Excellent/very good progress” shown) 22% 27% 23% 24% 27% 31% 29% 30% 28% 31% 25% 31% 32% 32% 33% 35% 40% 40% 43% 44% Translating macro business objectives to your role Data science skills (data management, analytics, big data) Empathy Skills/competency development among youth/young adults Knowing how different parts of the business work together Development skills (web, mobile app, user interface) Awareness of the business environment Collaborative leadership Innovative mindset Adaptability Gymnastic Traditional Power skills Business acumen Ways of working
- 15. Changemakers drive the Transformation Journey to Net Zero 1. Current state analysis: internal audit of impact, benchmarking, understand cost/risks, investigated/researched impact areas 2. Specific vision & roadmap: value chain analysis, captured impact and risks in strategy, specific goals and roadmap for changes outlined 3. Programme design & execution: change management process, training and knowledge capture, new ways of working and measurements ; front-loading; 4. Evaluation & embedded capability: evaluation tools for ongoing monitoring, assessing and delivering impact; risk management; constant stakeholder communication & alignment. Evaluation and Capabilities Embedded Prog Design and Execution Vision and Roadmap Current State Analysis
- 16. 16
- 18. Sabini, L. & Alderman, N. (2021). The Paradoxical Profession: Project Management and the Contradictory Nature of Sustainable Project Objectives. Project Management Journal, 52, 379– 393. doi:https://doi.org/10.1177/2F87569728211007660 18
- 19. The future isn’t something you sit around waiting for. The future is the reality you decide to create. When buildings don’t remain blueprints but become bricks. When cures don’t just live in laboratories but in bodies. When inspiration and perspiration intersect, and intelligence and drive make ideas real.
- 20. INTEGRATED SOCIAL IMPACT People who want to do good will join efforts to help society. Many will stay as part of our community. B2B ADVOCACY, B2C ENABLEMENT Organizations will better understand the impact of the changemaker they employ and help them gain new skills EXPANDED COMMUNITIES, TARGETED ENGAGEMENTS Outreach to external communities and newly specialized communities within PMI will foster new types of engagement COALITION OF ASSOCIATIONS A diverse set of offerings and solid foundational experiences will draw in specific types of changemakers PMI 4.0 STRATEGIC FOCUS AREAS HELPING BROADEN OUR REACH, EXPAND OUR IMPACT, AND BUILD LASTING RELATIONSHIPS
- 21. Empowering people to make ideas a reality.
- 22. THANK YOU