Christopher Global

“PM roles are not transformational, they are functional”. I found this statement by a senior executive to be interesting. The statement refers to a PM's inability to influence beyond their current responsibilities and role. A phrase often used before or after the sentence "This is how our company uses PMs". When you hear these thoughts, how do you respond?

In consulting, it is no secret that enterprise projects fail when they are not supported by leaders who stand above the enterprise. Despite what you might think, this isn't obvious. It is still perceived that Product teams and Program teams do not need authority to be transformational. In my opinion, this statement is very misleading. Authority can always stop change in its tracks. The statement refers to influence. Authority never prohibits influence, but without authority change is optional. In order for organizational changes, transformations, or modernizations to produce the intended outcomes, it is crucial to clear this perception.

Having this conversation is very challenging because no one, including your executives, can sit idly by and watch and monitor the progress of change. It is the norm in our modern work culture to delegate and dismiss responsibility. The opposite is true, however, if you're trying to support and implement organizational change. The discussion begins here - Dear executive, we appreciate your support, but we need you to show up to the meeting. Your presence is needed!

Sustainable organizational change requires authority.