Improving Task Switching Skills

🏗 How To Tackle Large, Complex Projects. With practical techniques to meet the desired outcome, without being disrupted or derailed along the way ↓ 🤔 99% of large projects don’t finish on budget and on time. 🤔 Projects rarely fail because of poor skills or execution. ✅ They fail because of optimism and insufficient planning. ✅ Also because of poor risk assessment, discovery, politics. 🎯 Best strategy: Think Slow (detailed planning) + Act Fast. ✅ Allocate 20–45% of total project effort for planning. ✅ Riskier and larger projects always require more planning. ✅ Think Right → Left: start from end goal, work backwards. ✅ For each goal, consider immediate previous steps/events. ✅ Set up milestones, prioritize key components for each. ✅ Consider stakeholders, users, risks, constraints, metrics. 🚫 Don’t underestimate unknown domain, blockers, deps. ✅ Compare vs. similar projects (reference class forecasting). ✅ Set up an “execution mode” to defer/minimize disruptions. 🚫 Nothing hurts productivity more than unplanned work. Over the last few years, I've been using the technique called “Event Storming” suggested by Matteo Cavucci to capture user’s experience moments through the lens of business needs. With it, we focus on the desired business outcome, and then use research insights to project events that users will be going through towards that outcome. On that journey, we identify key milestones and break user’s events into 2 main buckets: user’s success moments (which we want to dial up) and user’s pain points or frustrations (which we want to dial down). We then break out into groups of 3–4 people to separately prioritize these events and estimate their impact and effort on Effort vs. Value curves (https://lnkd.in/evrKJUEy). The next step is identifying key stakeholders to engage with, risks to consider (e.g. legacy systems, 3rd-party dependency etc.), resources and tooling. We reserve special timing to identify key blockers and constraints that endanger successful outcome or slow us down. If possible, we also set up UX metrics to track how successful we actually are in improving the current state of UX. When speaking to business, usually I speak about better discovery and scoping as the best way to mitigate risk. We can of course throw ideas into the market and run endless experiments. But not for critical projects that get a lot of visibility — e.g. replacing legacy systems or launching a new product. They require thorough planning to prevent big disasters and urgent rollbacks. If you’d like to learn more, I can only highly recommend "How Big Things Get Done" (https://lnkd.in/erhcBuxE), a wonderful book by Prof. Bent Flyvbjerg and Dan Gardner who have conducted a vast amount of research on when big projects fail and succeed. A wonderful book worth reading! Happy planning, everyone! 🎉🥳

Radiology faces critical challenges: burnout, reimbursement cuts, generational changes... While technology offers potential solutions, what we need is not radical disruption but smart, integrated advancements. Here’s why. 👇 There are two types of innovation: incremental (continuous) and disruptive (discontinuous). Incremental innovation enhances current workflows without requiring radical changes. For example, improved speech dictation that eliminates medical jargon errors is incremental. It fits into our existing systems, enabling faster, more accurate reporting without altering our routine. Similarly, adding a secondary capture of radiology AI results directly into the patient’s DICOM file is another smooth, incremental change that integrates seamlessly into existing workflows. Disruptive innovation, by contrast, demands a significant change in behavior and infrastructures. In radiology, a VR-based reporting system would be disruptive, requiring entirely new workflows and tools. Similarly, an AI system that doesn’t integrate with our existing software and forces us onto new screens or interfaces often creates friction instead of adoption. Healthcare professionals value safety, consistency, and efficiency—in other words, they aren’t fans of radical change ! Radically altering workflows, even for a potential benefit, has a low chance of success. In radiology AI, an ideal incremental innovation is smart speech transcription—like Rad AI and RADPAIR—where we dictate as usual, but the system produces structured, professional reports automatically. This delivers immediate benefits without disrupting our core workflows or established habits. In a field that urgently needs change, gradual, integrated improvements are more likely to be adopted and may pave the way for future disruptive technologies. Have a great start to the week ahead and ... Happy International Day of Radiology ! 😀 #Radiology #AI #HealthTech #Innovation #Disruption

I was asked to optimize UAE-home-grown famous burger brand central kitchen. The day I walked in the kitchen was a shocker, just one word can describe it - 𝗖𝗛𝗔𝗢𝗦. 𝗣𝗥𝗢𝗕𝗟𝗘𝗠 70 staff members. 3 different brands. Z̲e̲r̲o̲ ̲w̲o̲r̲k̲f̲l̲o̲w̲ ̲s̲y̲n̲c̲h̲r̲o̲n̲i̲z̲a̲t̲i̲o̲n̲.̲ Orders backing up. Quality was inconsistent. Staff were fed up and burning out. The issue wasn't the people or the recipes. It was the invisible enemy every kitchen faces: 𝗽𝗼𝗼𝗿 𝘄𝗼𝗿𝗸𝗳𝗹𝗼𝘄 𝗱𝗲𝘀𝗶𝗴𝗻. Here's what I did and also learned from redesigning that operation: → 𝗖𝗿𝗼𝘀𝘀-𝘁𝗿𝗮𝗶𝗻𝗶𝗻𝗴 eliminated bottlenecks. When your grill cook calls in sick, your prep team should be able to cover his shift seamlessly. - TRAINING MATTERS → Station positioning is more important than equipment. I moved the sauce station 3 feet closer to assembly. Result? 15% faster ticket times (yup, I got a stop watch for that) → Communication beat shouting. We installed simple visual cues that reduced order errors by 40%. (2 kds installation helped too) RESULT? Staff absentism stopped Transformation took 6 weeks. Customer complaints disappeared. And sweet Profit margins improved 8%. Workflow optimization isn't about working harder. It's about designing systems that work smarter. What's the biggest workflow challenge in your kitchen right now?

Met with a CPA firm last month. Their managing partner was furious. They'd outsourced document preparation to save money. On paper: 50% cost reduction. Reality? Total workflow chaos. Their offshore team couldn't access their document management system directly. Every file transfer required manual downloads, uploads, and version tracking. Client information lived in separate systems. Nothing connected. "We're saving on hourly rates but burning time on file transfers, format corrections, and version control," their operations manager explained. The disconnection disaster by the numbers: - 3.5 hours daily wasted on manual file transfers  - 22% of documents requiring rework due to version confusion  - 4 different communication platforms to manage simple questions. Our managed services approach eliminated the integration gap: - Direct, secure access to core systems with proper permission controls  - Unified workflow automation connecting onshore and offshore teams  - Customized API connections between previously siloed platforms Within 45 days, their entire process transformed. Document completion time decreased 41%. Disconnected processes aren't just annoying. They're systematic profit killers. Is your outsourced team truly integrated into your workflow? Or are you paying premium rates for endless digital handoffs? #cpafirms  #finance  #businessgrowth

The Hidden Cost of "Do It Now" in Aircraft Maintenance 👇 A client insists on immediate aircraft disassembly upon arrival, declaring, "Do it now, or I won’t sign." It seems like a reasonable demand—after all, swift action should mean swift results, right? But in Maintenance, Repair, and Overhaul (MRO), this approach often backfires, creating more problems than it solves. The issue isn’t the urgency itself but the disruption it causes. Immediate disassembly can tie up critical resources—hangar space, skilled labor, and tools—before the full scope of work is even understood. This leads to a cascade of inefficiencies: unnecessary work orders, delayed inspections, and parts sitting idle while waiting for the next step. The result? A sense of progress that actually slows down the operation. Another approach is to structure the process around managing flow, not just urgency. Start with a rapid but thorough inspection to identify constraints early. Then, ensure full kitting—having all necessary parts and tools ready before execution begins. This method aligns with the Theory of Constraints (TOC), focusing on identifying and managing bottlenecks to improve throughput. Clients don’t need reassurance through immediate action; they need reliability in delivery. By prioritizing structured workflows over reactive measures, MRO organizations can meet deadlines more effectively and avoid costly disruptions. And it's very difficult to encourage team to do continuous improvement and kaizen in chaotic environments. Have you faced similar pressures in your operations? How do you balance client demands with efficient process management? Do you think they conflict?

I spent 25+ years as an ERP consultant. In the last 5 years I managed to cut our close time by 40% Here’s how we streamlined financial close processes. 𝐏𝐫𝐨𝐛𝐥𝐞𝐦 #1: Discrepancies arose from multiple reporting formats. 𝐇𝐞𝐫𝐞'𝐬 𝐰𝐡𝐚𝐭 𝐰𝐞 𝐝𝐢𝐝: Using automated templates, we standardized their department reporting, eliminating rework—to reduce close time. Customized templates for each department and integrated data directly from ERP and CRM systems for consistent, reliable data entry. 𝐏𝐫𝐨𝐛𝐥𝐞𝐦 #2: Our multi-entity structure caused reconciliation delays. 𝐇𝐞𝐫𝐞'𝐬 𝐰𝐡𝐚𝐭 𝐰𝐞 𝐝𝐢𝐝: Used our ERP’s multi-ledger capabilities for seamless consolidation and currency translation, cutting cross-entity data entry. Set custom dimensions for smooth currency conversions, reducing exchange variances. 𝐏𝐫𝐨𝐛𝐥𝐞𝐦 #3: Traditional reports delayed insights. 𝐇𝐞𝐫𝐞'𝐬 𝐰𝐡𝐚𝐭 𝐰𝐞 𝐝𝐢𝐝: Created real-time dashboards for key metrics (DSO, Current Ratio) in Sage X3, giving immediate financial visibility and reducing review time. Used Sage’s drag-and-drop reporting to build stakeholder views and reduce manual adjustments. 𝐏𝐫𝐨𝐛𝐥𝐞𝐦 #4: Manual reconciliation took days and was error-prone. 𝐇𝐞𝐫𝐞'𝐬 𝐰𝐡𝐚𝐭 𝐰𝐞 𝐝𝐢𝐝: We automated bank statement imports in the ERP, cutting reconciliation from 3 days to less than one day and reducing errors. Connected bank feeds to your ERP for real-time transaction updates and reliable, high-volume account matching. 𝐏𝐫𝐨𝐛𝐥𝐞𝐦 #5: Mismatched intercompany entries required manual adjustments. 𝐇𝐞𝐫𝐞'𝐬 𝐰𝐡𝐚𝐭 𝐰𝐞 𝐝𝐢𝐝: Automating elimination entries for intercompany transactions reduced reconciliation time. We clearly defined elimination entries within the ERP to streamline and prevent mismatches. 𝐏𝐫𝐨𝐛𝐥𝐞𝐦 #6: Manual validation increased errors. 𝐇𝐞𝐫𝐞'𝐬 𝐰𝐡𝐚𝐭 𝐰𝐞 𝐝𝐢𝐝: Automated validation rules and alerts flagged discrepancies, reducing post-close adjustments. For example, we used Sage’s Workflow and Alerts to create rule-based validations, catching errors before they escalate. 𝐏𝐫𝐨𝐛𝐥𝐞𝐦 #7: Approval delays across departments. 𝐇𝐞𝐫𝐞'𝐬 𝐰𝐡𝐚𝐭 𝐰𝐞 𝐝𝐢𝐝: Workflow tool streamlined approvals, reducing review time. We used our ERP’s workflow dashboards to keep tasks on track, avoiding bottlenecks. 𝐏𝐫𝐨𝐛𝐥𝐞𝐦 #8: Remote work caused delays. 𝐇𝐞𝐫𝐞'𝐬 𝐰𝐡𝐚𝐭 𝐰𝐞 𝐝𝐢𝐝: Switching to a cloud-based ERP allowed real-time access and reduced close time. We set role-based access for secure, seamless collaboration. Follow Shobha Moni. Because I share my own strategies to get you the best out of your favourite ERP system.

I watched a $50M hospital expansion get delayed by 8 months because of one email sitting in someone's inbox. The approval was ready. The budget was approved. The contractors were waiting. But the project manager had no visibility into where things stood. After working with 200+ organizations, I've seen the same manual workflow mistakes destroy project timelines and team morale. Here are the 5 most damaging ones: → Spreadsheet dependency for project tracking Teams lose hours updating multiple versions, and critical details slip through the cracks. One outdated cell can derail an entire milestone. → Chasing approvals through email chains Decision-makers get buried in their inboxes while projects sit idle. What should take 2 days stretches into 2 weeks. → Disconnected systems creating data silos Finance uses one tool, operations uses another, leadership gets reports from a third. Nobody has the complete picture. → Manual status reporting that's outdated before it's sent By the time you compile that weekly report, three new issues have emerged and two "green" items turned red. → Lack of structured accountability When everything is tracked informally, nothing gets tracked consistently. Problems surface too late to fix them effectively. Behind every delayed project are dedicated professionals trying to deliver value to their communities. They deserve better than being trapped in operational chaos. The solution isn't just better software. It's structured workflows that create transparency and accountability from day one. What workflow challenge is slowing down your current projects?

Workflow bottlenecks can quietly sap energy and momentum from even the best teams. The Harvard Business Review reports that 69% of employees feel overwhelmed by the volume of work and inefficient processes, leading to burnout and churn. When it comes to marketing content delivery, typical bottlenecks include: ⏹️ Multiple rounds of redundant reviews ⏹️ Waiting for stakeholder feedback ⏹️ Unclear ownership or handoffs between teams One of the most effective strategies I’ve seen is process mapping—literally visualizing every step, stakeholder, and approval gate. This exercise can surface hidden delays and redundant steps. I’ve experienced this first-hand. At a previous company, our cross-functional marketing team (demand, product, creative) kept running into delays that no one could quite put their finger on. When we finally sat down and mapped out our workflow together, we realized just how much time was being lost in handoffs and waiting for approvals—much more than we’d guessed. Just having that visual made the problems (and potential solutions) a lot clearer, and it helped open up a more honest conversation about what was working and what wasn’t. Has mapping your own workflow ever revealed a surprise bottleneck? Would love to hear your stories or tips for breaking through these hidden barriers. #WorkflowOptimization #MarketingLeadership #ProcessImprovement #ContentMarketing

If you’re in the AEC industry, you've heard it countless times: "Digitize or get left behind." Easier said than done, right? Having navigated both sides of this shift, from boots and hardhat in the field to working in AEC tech, I know firsthand that the transition can feel overwhelming. But here’s the secret: digitizing your workflows doesn't have to disrupt your entire operation. Instead, think of it as unlocking new levels of efficiency, accuracy, collaboration and reducing risk. Here are a few practical steps I've found based on my AEC experience and also change management training that can be crucial for successful digital transformation and change management in AEC: Start Small & Scale Up Don't overhaul everything at once. Begin with high-impact, low-disruption areas—like field data collection or site inspections. Prioritize Ease of Use Pick digital tools your team can adopt easily. Remember, the goal isn't complexity; it's clarity. If your tech requires extensive training, reconsider your choice. Clear Communication Wins Your team must understand the "why" behind digitization—not just the "how." Show them tangible benefits: fewer errors, saved hours, improved communication. Make it relatable and practical. Champions & Support Identify internal champions who are excited about tech and can help lead the transition. They’ll be crucial in troubleshooting, encouraging adoption, and providing peer-to-peer support. Integrate & Automate Use digital tools and workflows tools that integrate with existing systems. Integrations with platforms like Autodesk Construction Cloud or Procore not only enhance efficiency but also minimize disruptions to existing workflows. Feedback Loops Regularly check in with your team to understand their experiences and adjust your strategy accordingly. Digitization isn’t a one-and-done; it’s a journey of continuous improvement. Its been said many times before, evolution, not revolution. Embracing digital transformation thoughtfully can boost your team’s productivity and reduce project risks. Change is rarely easy, but with the right approach, it becomes manageable and beneficial.

After working with dozens of large retailers, I've learned rip-and-replace strategies don't work for companies with complex existing systems and millions in sunk OMS-stack costs. It’s called OMS lock-in. —> The legacy OMS has become too fixed for business operations. Removing it would disrupt critical workflows across multiple departments plus require massive retraining. —> Sunk costs make replacement financially unrealistic. Enterprises have spent years customizing their OMS, building integrations, and training teams. Writing off these investments is often more expensive than augmentation. The solution? A dual-OMS order operations intervention – an augmented approach preserving investment while adding intuitive capabilities. These modern order operations platforms can handle the workflows that legacy systems struggle with – rapid channel expansion, real-time inventory sync and complex routing logic while leaving established processes intact. This approach lets enterprises get modern capabilities without the risk and disruption of full replacement. They can test new approaches on a subset of orders before broader rollouts. Examples of successful dual-OMS implementations:   • One $2B retailer uses their legacy OMS for established retail channels while routing all marketplace and social commerce orders through a modern order operations platform. They expanded to new channels without disrupting existing operations.   • Another enterprise manufacturer kept their ERP-integrated OMS for B2B orders while implementing order operations for their growing DTC business. They got the speed and flexibility needed for consumer markets without changing established B2B workflows. Ready to evaluate your augmentation vs. replacement decision? Review these questions:   • Which order types create the most operational friction with your current system?   • What % of your business could benefit from modern capabilities?   • How much disruption would full replacement create across departments?   • Can you achieve strategic goals through selective augmentation? The most successful enterprise retailers think architecturally, not monolithically. They build hybrid systems that leverage existing investments while adding modern capabilities where they create the most value. Learn how to break the OMS lock-in chains without disrupting operations or starting from scratch—link in comments.