Blog – Oracle ERP, Program and Project Management

Travel technology rules the roost in the world of corporate travel. From travel management companies (TMCs) and to GDSs (Global Distribution Systems), to online travel agents (OTAs) and direct bookings with end suppliers, the software ecosystem is vast.

You set out with the best of intentions: you defined your goal, wrote your plan, and achieved stakeholder buy-in. But your change management plan has failed, and you didn’t see it coming.

Many transformation programmes require management and completion of complex tasks, combined with large sub-projects. Some of these are more time sensitive than others, hence why teams generally use a form of tracking. Using trackers, in Jira, in Excel or otherwise, to highlight overdue tasks is only the start.

If you need to achieve programme success, you need to dig deeper.

Every project offers its own complexities. These could be multiple phases taking many years, working with large teams from various technical disciplines, backgrounds, locations, and even different time zones. All these mean successful project management and being an efficient project manager, needs organisation, forward thinking and of course, sometimes relying on your gut instinct.

At Acceler8 we take project management seriously. So, to help make sure your project is a success, we’ve identified our team’s top 7 don’ts of project management.

Have you looked at the LinkedIn profile of any successful board-level professionals lately? If you have, you’ll notice a common theme. Whether it’s transformational change, organisational change, or change management, the c word will be in there somewhere. Because guiding any business’s strategic vision makes evolution a necessity!

The pace of progress in the business world is rapid. It’s driven by a variety of factors such as constant technology innovation, economic and regulatory environments, and increasing global competition. And the faster and more effectively a company adapts to developments outside of its control, the greater competitive advantage it and its leaders have.

Word of mouth travels fast and the reputation of your business can be affected by the quality in customer experience. How much do you know about the relationship between your customers and your organisation? A customer experience strategy is essential. 

Customer expectations are continually rising, and faster than the speed that companies can adapt their methodologies to improve their customer experience. It’s quite apparent that customers expect every interaction to be the best experience they can have with any company. So, we ask the question… How can your organisation create a great customer experience?

At Acceler8 Consultancy, we’ve created 7 Steps to Customer Advocacy © that can help deliver the right customer experience for your organisation.

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In the current economic environment, it is important that businesses find ways to stand out, improve operations, and increase their turnover and profit while keeping expenses down. Many businesses struggle to stay ahead of the competition and their day-to-day operations are more than enough to keep owners or managers busy especially in smaller businesses where they wear many hats. Read More

In our last blog we talked about the importance of the Accelerated Strategy© Approach and how this has a positive reinforcement loop as it supports businesses in their own communication flow through an organisation. Effective communication leads to confidence in securing long-term relationships and by taking this approach one step further, businesses must understand and manage risk through improved operational efficiency, increased integration and greater global coordination balanced with regional fine-tuning within their organisations. These are elements that can be addressed using a global business strategy – often called Operating Model Effectiveness (OME). Read More

Strategy is the ‘choosing’, and execution is the ‘doing’. To refer this to the human body the brain (top management) thinks and chooses (creates strategies), and the body (the organisation) does what the brain tells it to do (execution). We can see that the flow of information and flow of instructions is downwards from management to staff without any clear flow upwards. We will follow this concept through this blog. Read More